ror.org/035fsmk47
Abstracts
Abstract
While expert knowledge is a crucial resource for large science-based companies, management of the specific population of experts remains a sensitive issue for the HRM. In order to recognize and retain these employees, companies traditionally implement a dual ladder—a career management tool that proposes an alternative technical career track to the managerial one, thus allowing recognition of an expert status in the organization. However, multiple studies have demonstrated that the implementation of a dual ladder does not bring the expected results. While previous research has investigated the individual aspirations of experts as possible reasons for their dissatisfaction with this managerial tool, we show the importance of the collective dimension of expertise and claim that the latter is insufficiently supported by HRM practices.
Drawing on a case study in a large multinational firm, we explore the consequences of individualized practices on expert work and discuss the role of HRM in dealing with so-called “hero-based” management. The findings show that individualized practices could endanger the learning and innovation capacities of the firm and compromise processes such as decision making and problem solving. It could also jeopardize the continuity of expertise from a long-term perspective as younger generations refuse to align with a “hero-based” culture. Despite such a strategic challenge, HR managers experience difficulties in reinforcing the collective dimension of expertise. This opens up new perspectives for the HRM function that could lead the management of experts towards new horizons by supporting the fragile equilibrium between “agency” and “communion” in expertise processes.
Keywords:
- human resource management,
- individualization,
- collective expertise,
- experts,
- dual ladder
Résumé
Bien que le savoir expert soit une ressource cruciale pour les entreprises fondant leur activité sur la science, la gestion de la population spécifique des experts reste une problématique délicate pour la GRH. Pour reconnaître et conserver ces employés, les entreprises mettent traditionnellement en oeuvre une double échelle, à savoir un outil de gestion des carrières qui propose une alternative de carrière technique à la managériale, permettant ainsi la reconnaissance d’un statut d’expert dans l’organisation. Cependant, de nombreuses études ont montré que la mise en oeuvre de la double échelle ne générait pas les effets escomptés. Tandis que des recherches précédentes ont exploré les aspirations individuelles des experts comme raison de leurs mécontentements face à cet outil managérial, nous montrons l’importance de la dimension collective de l’expertise et arguons que cette dernière est insuffisamment soutenue par des pratiques de GRH.
À partir d’une étude de cas dans une grande firme multinationale, nous explorons les conséquences de pratiques « individualisantes » sur le travail d’expertise et discutons du rôle de la GRH dans le « hero-based » management. Les résultats montrent que les pratiques individualisées pourraient mettre en danger les capacités d’apprentissage et d’innovation de l’entreprise, ainsi que compromettre des processus tels que la prise de décision et la résolution de problème. Cela pourrait également mettre en danger la continuité de l’expertise sur le long terme, alors que les jeunes générations refusent d’endosser la culture « hero-based ». Les résultats montrent également que la fonction GRH agit très difficilement sur la dimension collective de l’expertise. Cela ouvre de nouvelles perspectives pour la fonction RH qui pourrait mener le management des experts vers de nouveaux horizons en assurant un équilibre fragile entre les dimensions d’« agence » et de « communion » de l’expertise organisationnelle.
Mots-clés:
- gestion des ressources humaines,
- individualisation,
- expertise collective,
- experts,
- double échelle
Resumen
Si bien el conocimiento experto es un recurso crucial para grandes empresas basadas en la ciencia, la gestión de la población especifica de expertos sigue siendo un tema delicado para la gestión de recursos humanos (GRH). Con el fin de reconocer y retener a estos empleados, las empresas tradicionalmente implementan una doble escala, una herramienta de gestión de carrera que propone una carrera técnica profesional alternativa a la carrera de ejecutivo, lo que permite el reconocimiento de un estatus de experto en la organización. Sin embargo, múltiples estudios han demostrado que la implementación de una doble escala no brinda los resultados esperados. Si ciertas investigaciones previas han estudiado las aspiraciones individuales de los expertos como posibles motivos de su insatisfacción con esta herramienta de gestión, nuestro estudio muestra la importancia de la dimensión colectiva de la experiencia y destaca que esta última no cuenta con el respaldo suficiente de las prácticas de gestión de recursos humanos.
Basándonos en un estudio de caso en una gran empresa multinacional, exploramos las consecuencias de las practicas individualizadas en el trabajo de expertos y discutimos el rol de la gestión de recursos humanos en el manejo de la llamada gestión « basada en héroes » (hero based). Los resultados muestran que las prácticas individualizadas podrían poner en peligro las capacidades de aprendizaje e innovación de la empresa y comprometer los procesos como la toma de decisiones y la resolución de problemas. También podría poner en peligro la continuidad del conocimiento experto desde una perspectiva a largo plazo, a medida que las generaciones más jóvenes rechazan de alinearse con una cultura « basada en héroes ». A pesar de tal desafío estratégico, los gerentes de recursos humanos tienen dificultades para reforzar la dimensión colectiva de conocimiento experto. Esto abre nuevas perspectivas para la función de GRH que podría conducir a la gestión de expertos hacia nuevos horizontes apoyando el frágil equilibrio entre « agencia » y « comunión » en los procesos de conocimiento experto.
Palabras claves:
- gestión de recursos humanos,
- individualización,
- conocimiento experto colectivo,
- expertos,
- doble escala
Appendices
Bibliography
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