Acceso usuarios
In spite of the abundance of research on HRM in developing countries, there is a dearth of knowledge of what human resource (HR) practitioners actually do in developing countries. With the aid of Conner and Ulrich's widely reported framework for HR roles, we investigated the roles played by HR practitioners in a state-owned oil and gas company with a workforce of 15,000 employees. The study was based on a survey of 140 HR and line managers in the company. The main finding of the study is that even in a developing country such as Indonesia, Conner and Ulrich's (1996) model of HR roles has some validity. Our findings indicate that all the four roles are practised by HR practitioners in the company. The finding lends support to similar studies in the USA (Wright, McMahan, Snell and Gerhart 2001; Simpkins 2005), the UK (Caldwell 2003), Denmark (Lemmergaard 2009), Finland (Antila 2006) and Lithuania (Zuzeviciute and Margarita 2010). Another significant feature of the study is the revelation that HR practitioners play more strategic roles than operational roles. This is entirely unexpected. The theoretical/research and practical implications of the findings have also been discussed.
