HR i ett organisatoriskt spänningsfält

Abstract

Over the past decades, the role of the HR function has shifted from being primarily administrative to increasingly being expected to contribute to the organization’s strategic goals. At the same time, the responsibility for employee-related matters remains, which means that HR professionals operate in a field of tension where different demands and expectations need to be managed simultaneously. Previous research has examined these tensions, but mainly in international contexts. This means that there is a lack of knowledge about how HR professionals in a Swedish context, with its particular employment law conditions, experience and manage these tensions in their daily work. The purpose of this study was therefore to examine how HR professionals experience and manage their role when faced with conflicting expectations from the organization and employees. The study was conducted using a qualitative approach in which 11 semi-structured interviews were held with HR professionals in varying roles and organizations. The material was analyzed using thematic analysis, and the study adopted an inductive approach where themes were formed based on the empirical data. The main findings show that HR professionals primarily position themselves as the employer's representative, with managerial support and coaching as their core mission. In this intermediary position, tensions arise related to role ambiguity, legal requirements, loneliness, lack of resources and conflicting expectations. The management of these tensions is largely based on informal resources such as colleagues, networks and experience-based learning, but also on clear communication and the use of formal structures. The findings have both theoretical and practical implications. Theoretically, this study confirms the picture presented by previous research regarding the complexity of the HR role, while also contributing new knowledge about how HR professionals in a Swedish context describe, experience and practically manage contradictions in their daily work. The findings can also be understood through the study’s two theoretical perspectives. Ulrich’s HR role model highlights how different expectations are directed at the HR function and how these can create tensions in practice. From the perspective of institutional theory, legislation and collective agreements can be understood as expressions of coercive isomorphism, where HR is expected to uphold the external demands directed at the organization. Professional networks may also contribute to normative isomorphism by spreading shared norms and approaches among HR professionals. At the same time, the function of these networks can be understood through mimetic isomorphism, as organizations facing uncertainty may imitate solutions used by other organizations. In practical terms, the study suggests that organizations need to reflect on the conditions provided to HR professionals to manage their role. Clearer role descriptions, sufficient resources and active organizational support could facilitate the management of the tensions that arise in daily HR work.