Artikli eesmärk ja väide:

This article aims to investigate, through a systematic review of the literature, what has been studied and published in the international academic literature regarding the integration between human resources management (HRM) and corporate governance (CG). We understand that HRM establishes the terms and conditions of professional behaviour through a set of interdependent processes (Brewster et al., 2011; Martin et al., 2011), and that CG addresses the way power and influence direct organisational decisions (Aguilera & Jackson, 2010), considering the expectation of moral and responsible behaviour by the professionals involved in the business. Based on these assumptions, we argue for the integration of HRM and CG, as they both aid organisations in adopting best practices in their corporate dealings, on the one hand, while also securing the long-term interests of identifiable stakeholders, on the other (Konzelmann et al., 2006; Oyewunmi, et al., 2017).

Inimeste juhtimise praktikatest:

Considering the practical terms, our results show that, presumably, the HRM practices have been based in hire and fire mentality, rewards focussed on the shareholders’ interests, high and exclusive compensations to a group considered as a “star” and low investment in social capital (Martin et al., 2016).

Autorite järeldused ühtivad üsna hästi minu tunnetusega inimeste juhtimise praktikatest nendes organisatsioonides, millest oman mingit tunnetust. Siinjuures on kasulik meelde tuletada, et analüüsiti olemasolevaid uuringuid, kuid see on väga väike osa avalikest organisatsioonidest.

Concerning the practical implications, we found that the relevance of HRM to the CG seems to be generally recognised, however, we identified that the role of HRM lies in achieving short-term objectives, rather than promoting business sustainability, since the shareholder configuration has been shown to predominate in the literature. Thus, our third contribution relies on showing the pattern of HRM practices and their articulations during the process of maximising shareholder value. This is important because it can not only affect the business continuity, but also put in check the integrity of how it is carried out, i.e. whit HRM strategies in a secondary position.

Lima, L., & Galleli, B. (2021). Human Resources Management and Corporate Governance: integration perspectives and future directions. European Management Journal.