- The Oxford Handbook of Professional Service Firms
- List of Figures
- List of Tables
- List of Contributors
- Researching Professional Service Firms: An Introduction and Overview
- Theoretical Perspectives on the Professions
- Dynamics of Regulation of Professional Service Firms: National and Transnational Developments
- Internationalization of Professional Service Firms: Drivers, Forms, and Outcomes
- Organizations and Occupations: Towards Hybrid Professionalism in Professional Service Firms?
- Professional Ethics: Origins, Applications, and Developments
- Sources of Homogeneity and Heterogeneity across Professional Services
- Leadership and Professionals: Multiple Manifestations of Influence in Professional Service Firms
- Governance in Professional Service Firms: From Structural and Cultural to Legal Normative Views
- Strategy and Strategic Alignment in Professional Service Firms
- Service Innovation in Professional Service Firms: A Review and Future Research Directions
- Entrepreneurship and Professional Service Firms
- Marketing and Reputation within Professional Service Firms
- Client Relationships in Professional Service Firms
- Outsourcing and Offshoring of Professional Services
- Interplay of Professional, Bureaucratic, and Entrepreneurial Career Forms in Professional Service Firms
- Teamwork and Collaboration in Professional Service Firms: Evolution, Challenges, and Opportunities
- Professional Service Firms and Identity
- Knowledge and Learning in Professional Service Firms
- Diversity and Inclusion in Professional Service Firms
- Strategic Human Resource Management and Performance Management in Professional Service Firms
Abstract and Keywords
This chapter draws on previous research to consider how HRM practices are used to manage human and social capital to generate superior performance in professional service firms. Previous research indicates that PSFs rely on both human capital (knowledge and skills) and social capital (relationships inside and outside the PSF) to manage their performance outputs. In this context the authors review the existing research on strategic HRM practices in PSFs which is predominantly categorized into expertise- and efficiency-orientated HRM systems. They draw on their own research to outline two models of HRM practices which are used to manage human and social capital and discuss the link to innovation. The first of these emphasizes the protection of human capital and therefore has centripetal properties, whereas the second is more client-focused and therefore displays centrifugal properties. Finally, they consider the managerial challenges that these models present and point to avenues for future research.
Juani Swart directs the Work and Employment research Centre (WERC) where she specializes in Managing Knowledge and Knowledge Workers. Her specific research interests include understanding the nature of knowledge in networked processes, strategic knowledge assets, and the links between the intellectual capital, HRM and performance debates. She has published widely in the area of people management in knowledge intensive firms, intellectual capital structures, systems approaches to knowledge management, and network influences on strategic choice in leading journals, and has co-authored two books: People and Performance and Strategic Human Resource Development. Her research publications also include policy-informing reports on performance in knowledge-intensive firms, managing professional knowledge workers, and managing across boundaries.
Nina Katrin Hansen is an Assistant Professor on the Faculty of Business Administration, Chair of Human Resource Management, University of Hamburg. Nina completed her dissertation in 2010 about the ‘Theoretical Foundations of the Nexus Between Strategic Human Resource Management Systems and Organizational Capabilities’ at the University of Hamburg for which she received the Best PhD Thesis Award of the Faculty of Business Administration. At the beginning of 2014, she was a visiting academic at the Novak Druce Centre for Professional Service Firms, Saïd Business School, University of Oxford. Based on a multi-level approach, her research focuses on the question of how human resource management systems influence intellectual capital architectures, and how they govern the development of human capital, organizational capabilities, and organizational learning modes especially in the field of PSFs. The topic ‘HRM in Professional Service Firms’ represents her post-doctoral research project (Habilitation) which is also reflected in her recent teaching activities for which she came in second in the ‘Hamburg teaching prize 2012/2013’. Research results have been published in national and international journals such as ‘The German Journal of Industrial Relations’, ‘The International Journal of Human Resource Management’ and ‘Human Resource Management Journal’.
Nicholas Kinnie is Reader in Human Resource Management in the School of Management at the University of Bath. His research concerns the links between HRM and organizational performance, the role of people management practices in professional service firms, and HRM in customer response centers, and he is the co-author of Understanding the People and Performance Link: Unlocking the Black Box (CIPD) with John Purcell, Sue Hutchinson, Bruce Rayton, and Juani Swart.
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