HR-TRANSFORMATIONENS PRAKTIK - En kvalitativ studie om transaktionellt och transformativt HR-arbete

Abstract

Just over a decade ago many organizations in Sweden began to apply the concept of HR transformation. The reasons and the underlying incentive why these organizations started with HR transformation vary. One argument is HR departments’ need for development and modernization. In other words go from an operational role to work more strategically and long term. This aligns with HR transformation’s primary purpose, which is to work more strategically, and with adding value activities (transformative tasks). The possibility to do so is by standardizing the administrative work (transactional tasks). Although many organizations applied to the concept of HR transformation because it would transform the HR department in to operate more strategically and with adding value activities it is not clear and concrete what these transformation activities are on daily basis. The aim of this study is therefore to contribute to increase knowledge of transactional and transformational HR activities. This study has a qualitative approach where the empirical data is gathered from the responses of seven semi-structured interviews. The respondents are working in various HR roles within an organization that has applied the concept of HR transformation over a decade ago. The responses PERSONALVETARPROGRAMMET 3 of the interviews have resulted in a better understanding of the concepts of transformational and transactional HR by exemplifying various administrative, strategic and value-adding tasks. It can be ascertained that the administrative tasks are more operational in nature while the strategic work is more future-oriented and has long-term perspective. Adding value however, is a result of both strategic and administrative HR activities rather than specific value adding HR activities. This study does not discern if the strategic work is more value adding than the administrative work. Considering the overall business goals, which are most often to create better and more efficient processes, the strategic activities are what mainly generate the value. In addition, the transactional activities are value adding toward the line manger when they ask for traditional HR support including administrative tasks.