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Karriereerfolg als Ergebnis des Personalmanagements

Wie können Organisationen fördern?

Human resource management and career success

The supportive role of organizations

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Gruppe. Interaktion. Organisation. Zeitschrift für Angewandte Organisationspsychologie (GIO) Aims and scope Submit manuscript

Zusammenfassung

Bislang fehlt ein Nachweis, ob Personalmanagementsysteme Karrieren fördern und welche Maßnahmen des Personalmanagements Karrieren voranbringen. In der bestehenden Forschung wurden einzelne Maßnahmen des Personalmanagements (z. B. Training und Entwicklung, Mentoring, Karriereentwicklung, Talentmanagement, Leistungsbeurteilung) in Bezug zu objektivem und subjektivem Karriereerfolg gesetzt. Es wurde bisher jedoch versäumt, HRM-Systeme oder Bündel von Maßnahmen im Zusammenhang mit Karriereerfolg zu analysieren. In diesem Beitrag wird argumentiert, dass HRM-Systeme und Karriereerfolg durch die Humankapitaltheorie verknüpft werden können, da Humankapital gleichzeitig als organisationale Ressource und als stabiler Prädiktor für Karriereerfolg verstanden wird. Aufbauend auf der bestehenden Forschung wird die Beziehung zwischen Bündeln von Maßnahmen und Karriereerfolg im Überblick dargestellt und diskutiert. Es wird vorgeschlagen, Karriere als Erfolgskriterium von HRM-Systemen zu berücksichtigen, da Unternehmen auf das Humankapital der Mitarbeiter angewiesen sind. Die zukünftige Forschung sollte sich stärker auf die Rolle des HRM für die Entwicklung von Karrieren auch über Organisationen hinweg konzentrieren.

Abstract

Strategic human resource management has avoided to evaluate its efforts in relation to employees’ careers. Recent research has investigated a selection of individual human resource management (HRM) practices (e. g., training and development, mentoring, career development, talent management, performance appraisal) in relation to objective and subjective career success, but failed to study HRM systems or bundles. This paper argues that HRM systems and career success can be connected via human capital theory because human capital is understood as an organizational resource and as an individual antecedent to careers. Based on extant research that relates individual HRM practices to objective or subjective career success, this paper reviews and discusses the relationship between bundles of HRM practices and the individual practices contained therein and career success. The final conclusion suggests that evaluations of HRM systems should take careers into account because organizations rely on employees’ human capital. Future research should focus more intensely on the role of HRM for the development of careers also across organizations.

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Authors and Affiliations

  1. Institut für Psychologie, PO Box 1094 Blindern, 0317, Oslo, Norwegen

    Sabine Raeder

  2. ETH Zürich, Zürich, Schweiz

    Sabine Raeder

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  1. Sabine Raeder
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Correspondence to Sabine Raeder.

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Raeder, S. Karriereerfolg als Ergebnis des Personalmanagements. Gr Interakt Org 49, 3–11 (2018). https://doi.org/10.1007/s11612-018-0397-7

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  • DOI: https://doi.org/10.1007/s11612-018-0397-7

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