An exploration of the orientation of the human resource function in small and medium sized Mexican organizations

Like other emerging economies, Mexico faces risks and opportunities as it increasingly participates in the global market. To minimize risks and capitalize opportunities, small and medium sized Mexican companies (PYMES) must focus on strategic activities. Consequently, Human Resource (HR) managers of PYMES have the opportunity to play more strategic roles. The purpose of this study was to investigate perceptions of HR managers regarding whether or not there is alignment between the current orientation of the HR function and the demands of the business environment in which they operate. Additionally, their reactions to the collective results of this investigation were explored. A qualitative approach, considering descriptive exploratory principles, was used to collect and analyze data. A sample with maximum variation, constituted by 13 HR managers was selected. Each participant was interviewed on 2 occasions resulting in extensive data, which was analyzed with the aid of qualitative software QSR-N6. Findings established that HR managers perceived that the business environment was demanding a more strategic orientation for their organizations. HR managers perceived the current orientation of their function as a very operational orientation with a very limited strategic orientation. One third of the participants showed evidence of being motivated after finding out that their HR function had a strong operational orientation; for another third of the participants, these results generated a feeling of frustration; while the remaining participants showed evidence of being unresponsive to these results. Finally, after realizing that the current orientation of their function was not aligned with the business environment demands, half of the participants showed willingness to undertake actions to become a more strategic function, while approximately half of the participants showed willingness to maintain the status quo. Recommendations were: for HR managers, to incorporate new approaches, practices, processes, and metrics; for the executives of PYMES, to involve HR managers in the strategic activities of the organization; for associations of HR professionals of PYMES, to include programs that increase the level of awareness regarding the challenges and opportunities of the HR function; for HR consultants and academician, to include subjects and topics about strategic planning and business management.