Abstract:

This paper attempts to propose a model that examine the relationship between HR roles, HR role stressors, top management support and the effectiveness of HRM. This study identifies four dimensions of HR roles which influence HRM effectiveness (strategic HRM effectiveness and technical HRM effectiveness) such as administrative expert, employee champion, change agent, and strategic partner through the mediating variable of HR role stressors that consist of HR role ambiguity and HR role overload. Furthermore, moderator variable of top management support is also introduced to moderates the relationship between HR role and HR role stressors. This paper is one of the first efforts that propose the relationship between HR role, HR role stressors, top management support and HRM effectiveness.