Managers’ experiences of internal HR audits - A case study of follow-ups within the field of competence development
Purpose: The purpose of the study is to investigate managers' experiences of internal HR audit processes within a company. The main focus will be on the HR process within the area of competence development. Theory: The theoretical framework used is the new institutional theory which helps bring an understanding of determinants and shaping of HRM practices and the relation between an organisation and its environment. Decoupling and loose coupling are based on the relationship between institutionalized rules and individual or organisational actions which help understand the conformity of the case company to external pressures. Method: For the methodology a qualitative case study of managers within different departments in three facilities in a company has been chosen. 13 semi-structured interviews have been conducted. Result: The results showed mixed perceptions among the managers where managers were unfamiliar with the term HR audit. In addition, managers lacked commitment towards HR audits which turned out to be a neglected and downgraded task among the managers. They were also experiencing a gap between what is intended and implemented. The managers were unsatisfied with the existing tools and systems since they were not well-functioning. Instead they wanted to work more integrated and establish a common process. The challenges that appeared to impact the managers’ work with internal audits were the experienced lack of support as well as the adaptation to external changes.