“IT IS IMPORTANT NOT TO REDUCE HR WORK TO JUST BEING A SIDE FUNCTION IN ORGANISATIONS” - A qualitative study about HR managers work with employee well-being and reconciliation concerning demands from line-managers and employees

Abstract

Purpose: The aim of this study is to investigate and analyze the individual experience of HR managers, in their work with employee well-being, reconciliation with demands and maintain their professional status. Theory: The theoretical framework used for this study includes concepts borrowed from the theory of professions by Abbott (1988) namely: Client differentiation, Abstract knowledge and Internal stratification. Method: This is a qualitative study using semi-structured interviews. The data is gathered from eleven HR managers working in different sectors and organizations. The data analysis was based on thematic coding. Result: The analysis demonstrate that HR managers reconcile demands from employees with those from line-managers by having two strategies, choosing who they work for and what type of work they do. They experienced it as challenging to claim their place in their organizations and these strategies are a way for them to maintain status. Further, the study demonstrates that HR managers’ daily work with employee wellbeing is about working strategically and with decision making at the top-level of the organization. It is also about taking the employer perspective and working as a direct support to linemanagers and thereby distancing themselves from employees. These strategies are experienced as important for HR managers in order to make a difference in the area of wellbeing and being acknowledged as an obvious part in the organization.