Reconceptualizing HR change agency: introducing a framework and propositions for future research

Purpose This paper critically examines the empirical literature on the human resource (HR) function during organizational change, identifying the competence required for HR practitioners and pinpointing gaps in previous research. Design/methodology/approach The paper is based on an integrative literature review of empirical research. The review utilizes a competence model comprising three key elements: skills, motivation and the opportunities created by organizational conditions. Findings The review shows that while there is an ongoing discussion about the competence required by HR practitioners in organizational change, significant gaps remain in our understanding of how this competence translates into HR change agency. The typical normative descriptions of the role can be viewed as unrealistic as they fail to consider crucial contextual factors and the routine, rather mundane nature of HR change agency. Practical implications It is necessary to develop an understanding of the context and avoid wishful thinking when initiating change efforts. Furthermore, HR practitioners require enhanced training in crucial areas such as interpersonal skills, including communication, coaching and managing emotions. Originality/value The paper presents a new conceptual framework and research propositions, advocating a dynamic approach to understanding HR’s role in change. It explores how HR’s change competence, in terms of their skills and motivation to manage change, is linked to their opportunities to participate in change initiatives.