“Toxin handling” and well-being: The case of the human resources manager
There are three main issues being discussed and studied in this article. Firstly, it looks at two contemporary HR managers’ roles: a formal role of strategic partner and an informal role of toxin handler (which under this article gives the meaning as a concerned manager who makes an attempt dealing with grievances and emotions arisen within the workplace). Secondly, the article addresses the impact of these dual roles on HR manager’s perception - whether it is perceived as role conflict or role enrichment. Lastly, the impact of performing a rather informal role as a toxin handler on HR manager’s well-being is emphasized. The job demands-resources (JD-R) and multiple roles …show more content…
Most interviewed HR managers tended to believe that these issues (work and non-work) are closely connected with each other in many ways. For instance, the issue may arise as personal in the first place but subsequently it becomes work-related concern as the employee’s personal problem may have been accumulated and eventually may have emotionally affected the employee to perform while at work. In terms of dual roles fulfillment, it is reported that having to engage in toxin handling activities was part of their responsibilities -- that HR specialists are required to fulfill their main role as strategic partners to meet the organization’s implicit expectations as well as perform their managing-people-issues role to meet the employee’s explicit expectations. Based on the multiple roles theory, however, the interviews seemed to support the role enrichment perspective rather than the role conflict viewpoint as they found the employee-centered role complementary to the strategic partner role. Many of the interviewees perceived managing people issues as a business imperative that they felt they were helping the organization achieve it goals through assisting the employees with their problems so that they would be able to do their jobs in a more healthy and productive manner. Looking at an impact of performing a toxin-handling role on HR managers’ well being, the study found that, although a few interviewees from small-sized HR departments felt unwell at least once from engaging in dealing with unhappy employee’s issues due to lack of support from CEOs, most HR managers questioned did not find their managing-people-issues role stressful as they were given organizational support to deal with the job demands. Their dual roles as a strategic partner and as a toxin handler were also supported and recognized by their superior and CEOs. Besides, they
There are three main issues being discussed and studied in this article. Firstly, it looks at two contemporary HR managers’ roles: a formal role of strategic partner and an informal role of toxin handler (which under this article gives the meaning as a concerned manager who makes an attempt dealing with grievances and emotions arisen within the workplace). Secondly, the article addresses the impact of these dual roles on HR manager’s perception - whether it is perceived as role conflict or role enrichment. Lastly, the impact of performing a rather informal role as a toxin handler on HR manager’s well-being is emphasized. The job demands-resources (JD-R) and multiple roles …show more content…
Most interviewed HR managers tended to believe that these issues (work and non-work) are closely connected with each other in many ways. For instance, the issue may arise as personal in the first place but subsequently it becomes work-related concern as the employee’s personal problem may have been accumulated and eventually may have emotionally affected the employee to perform while at work. In terms of dual roles fulfillment, it is reported that having to engage in toxin handling activities was part of their responsibilities -- that HR specialists are required to fulfill their main role as strategic partners to meet the organization’s implicit expectations as well as perform their managing-people-issues role to meet the employee’s explicit expectations. Based on the multiple roles theory, however, the interviews seemed to support the role enrichment perspective rather than the role conflict viewpoint as they found the employee-centered role complementary to the strategic partner role. Many of the interviewees perceived managing people issues as a business imperative that they felt they were helping the organization achieve it goals through assisting the employees with their problems so that they would be able to do their jobs in a more healthy and productive manner. Looking at an impact of performing a toxin-handling role on HR managers’ well being, the study found that, although a few interviewees from small-sized HR departments felt unwell at least once from engaging in dealing with unhappy employee’s issues due to lack of support from CEOs, most HR managers questioned did not find their managing-people-issues role stressful as they were given organizational support to deal with the job demands. Their dual roles as a strategic partner and as a toxin handler were also supported and recognized by their superior and CEOs. Besides, they