Personnel management professionalization index

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The pix ( Personnel Management Professionalization Index ) is a long-term empirical study . The concept was developed by a group of scientists and practitioners as part of the professionalization initiative for personnel management of the German Association for Personnel Management (DGFP). Rainer Marr is considered to be the “scientific father” . Since May 2004, an overall index has been regularly collected in the context of online surveys of the regular member companies of the DGFP. In 2005/06, Walter A. Oechsler initiated a scientific discourse on the evidence of the indices.

In 2010/11 pix was revised and now operates under: DGFP long-term study "Professional Personnel Management" (pix) .

Background: professionalization initiative

The German Society for Personnel Management (DGFP) started a professionalization initiative for personnel management in German companies in 2001 . The elements of this initiative included, first and foremost, professional standards and, based on this, the DGFP professionalization program and a body of knowledge . This was finally followed by two studies, on the one hand the study "Megatrends and HR-Trends" (2011) and on the other hand the DGFP long-term study "Professional Personnel Management" (pix) (2010/11). A modified version of the latter is linked directly to the pilot project from 2004, the Personnel Management Professionalization Index (pix). The DGFP uses it to measure the change in professionalism in personnel management in German companies.

Scientists such as Gerold Frick (Aalen), Rainer Marr (Munich), Achim Seisreiner (Potsdam) and Dieter Wagner (Potsdam) and practitioners from DaimlerChrysler , John Deere , Lufthansa , Ingram Micro , the Boston Consulting Group and were involved in the design in 2004 von Watson Wyatt and the representatives of the DGFP, René Pannier and Hans Böhm .

pix surveys

2004 study

The first study, which was carried out in 2004, was included in the standard work by Hentze & Graf (2005). It determined 20 indices, including the personnel management professionalization index (pix). The PIX itself resulted from the calculation of 14 indices in a tiered procedure. This should make it possible to establish a connection between index values ​​and company success. Theoretically, the DGFP was based on four management tasks of professional personnel management:

The professionalism of these fields depends on other design components: actors, instruments, organization, processes and systems. Ultimately, two dimensions of professionalism can be identified:

  • immediate results of the management action
  • indirect influence on company success

The response rate to the online survey , consisting of 80 items , was 18 percent, which corresponds to 254 institutions. As a result, the study achieved an average PIX value of 2.49 on a Likert scale (from 0 “not professional” to 4 “maximally professional”). For example, instrument / process management was ahead with 2.72 than value management with 2.20.

The professionalism values ​​from 2004 in detail:

Professionalism value 2004
Management of HR processes 2.80
Management of HR instruments 2.64
Management of internal relations 2.61
Cultural management 2.57
strategic human resource management 2.39
Competence management 2.36
Management of the company's external relations 2.36
Value creation management 2.00
Total area of ​​human resource management (pix) 2.49

Subsequent years

The PIX was also recorded in the following years, the overall index remained stable. The DGFP stated in 2007 "The success of a company correlates relatively strongly with the quality and availability of staff, the company's ability to innovate and the efficiency of its personnel processes."

Scientific discourse (2005/06)

introduction

After the introduction of pix, the DGFP was strongly criticized from scientific circles. The scientific dispute was largely resolved in the scientific journal Zeitschrift für Personalforschung (ZfP). In addition, articles appeared in the leading German specialist magazines for personnel. Various publishers and editors-in-chief also commented. The main spokesmen for the criticism were Walter A. Oechsler (Mannheim) and Werner Nienhüser (Duisburg-Essen).

Schröder (2010) summarized the most important points of criticism:

  • Weaknesses in content and method of the published questionnaires
  • Lack of theoretical relevance
  • Normative professional understanding

Criticism and reply

After the development of pix, the conception was sharply attacked by the Mannheim economist Walter A. Oechsler . He described it as "ad hoc actionism", namely "without method or benefit". He sees weaknesses primarily in the theoretical- methodological approach and in the empirical approach. Oechsler sees it as a setback for research. In the course of the dispute that had been initiated, O Wechsel resigned from the DGFP board.

The economists Hans Böhm (managing director) and Sascha Armutat (project manager) from the DGFP responded to the criticism. Böhm also replied on his website "How destructive can professorial criticism be?"

The Siegen economist Volker Stein used the reply as an opportunity to point out the authors' lack of critical capacity. In addition to his magazine article, Stein left a university, multi-page working paper under the title PIX - Quality erosion in the rhetorical guise of radiant seriousness? Make a recurring pattern .

Rainer Marr agreed with Oechsler on some points that could be improved, but believes that Oechsler misunderstood the intention behind the index. He explained: “The aim of the working group was not [...] to advance theoretical research, but to offer support for business practice. The basis for this was the practical expertise of the working group members and the specific professionalism based on it, as well as a dialogical process of considerable duration and intensity. "

The psychologist Hans-Peter Hummel from the Ergo Insurance Group (today also a lecturer at the Heinrich Heine University in Düsseldorf ) still sees a “clear need for optimization” for the pix. However, he positively rates the practical relevance of the key figure and the future use as a benchmark . He does not want to agree with Walter A. Oechsler's fundamental criticism.

Albert Martin , economist, from the University of Lüneburg does not directly reproach the creators of the indices for the fact that systematic efforts of this kind can give rise to problems in terms of content, method or methodology. But he would like a more detailed treatment of theoretical issues and more willingness to compromise.

The economist Werner Nienhüser , professor at the University of Duisburg-Essen, summed up in 2006 that pix only made a “modest contribution to real-theoretical research”. With this concept one can legitimize almost all personnel strategies. There is a narrowing to economic sizes. It remains unclear whether one can really speak of causality and not just of correlation when it comes to the effect on corporate success. In case of doubt, one-sided affirmative formulations would lead to the disruptive factor of social desirability . Overall, Pix has a symbolic and sales-promoting function and functions more as a rhetorical device , according to Nienhüser.

Attempts at arbitration

The Potsdam economist Dieter Wagner , also editor of the trade journal Personal , headed a comment with Much Ado About Nothing? and spoke in favor of a dialogue in the form of an “exchange between theory and practice” and he wanted to continue promoting all contributions to the professionalization of personnel management.

The Trier economist and managing editor of the journal for personnel research Hartmut Wächter responded in an editorial . In this he spoke out in favor of a “situation-related” and “time-bound” dialogue between the “exaggerated expectation [s] of the practitioner” and the “arrogance of the scientist”.

Redesign as a DGFP long-term study (2010/11)

methodology

The reference model of the DGFP with an integrated and professional approach serves as the basis for the 2010 study . A questionnaire is used that makes "life cycle-oriented" and "higher-level" design fields measurable. Both design fields are combined with the impact of HR work and the company's success. There are a total of twelve design fields (6 × 6) of the reference model. These were u. a. detailed in Hoeppe (2014).

Life cycle-oriented design fields Overriding design fields
Personnel marketing and selection Corporate and HR strategy
Personnel care and employee retention Corporate culture and change
Performance management and compensation Value creation management
Personnel / management development Labor law and social partnership
Staff layoff Relationships and networks
Leadership and personal competence International personnel management

The design of the "configuration professionalism" influences the following variables:

According to the model, the “professionalism” influences the company's success .

Results 2010

According to the results of the 2010 study, the most professional design areas are labor law and social partnership. Further above-average values ​​were found for performance management / remuneration , personnel marketing / personnel selection and international personnel management. There were opportunities for improvement in value creation management . In terms of professional impact, social partnership and employer attractiveness were ahead, strategy penetration and innovative ability had a rather negative image. There were strong connections between the configuration and the effect as well as the effect and the company's success.

Results 2012

The average index value (from 1 “very professional” to 5 “not professional”) across all twelve design fields was 2.52 in the 2012 study. Employee loyalty, for example, achieved a rather poor result with 3.17.

Importance and evaluation

In 2009 the economist Volker Stein , who had already positioned himself against PIX in 2005 , speculated in the magazine for management that the study approach at that time had a negative effect on the design of the Human Potential Index (HPI) supported by the DGFP via the "back door" could. He described HPI as "a multiple information asymmetry problem".

The sociologist Anja Schröder from Otto von Guericke University Magdeburg stated in 2010 that the term professionalization has been used again since the debate in 2005/06. After a brief summary of the criticisms of the PIX index at the time, she stated: “[...] that the profession category is mostly not used in a sociological-client-related understanding, is easily related to contemporary demands and is therefore diffuse in terms of content. This reinterpretation of the concept of professionalization from an economic point of view also shows how personnel management, which is not directly involved in value creation, has been exposed to growing legitimacy pressure in large companies since the 1990s. "

In 2011, the economist Ewald Scherm from the Open University in Hagen emphasized in a specialist article: The procedure “makes it clear that an assessment requires clear criteria and extensive knowledge of the company in question”, but “delivers only little meaningful results. This is not only due to the questionable methodology and the unresolved measurement and attribution problems, but also to the goal of evaluating personnel management as a whole. "

As the Hildesheim personnel researcher Andrea Friedrich noted in 2011 with reference to the scientific discourse, the measurability of the effectiveness of personnel management in the research area is still very topical.

Publications

Long-term studies

  • Professionalization of personnel management. Results of the pix survey 2004. PraxisPapier 5/2004
  • Professionalization of personnel management. Results of the pix survey 2005. PraxisPapier 3/2005
  • Professionalization of personnel management. Results of the pix survey 2006. PraxisPapier 5/2006
  • Professionalization of personnel management. Results of the pix survey 2007. PraxisPapier 3/2007
  • Professionalization of personnel management. Results of the pix survey 2008, PraxisPapier 4/2008
  • DGFP long-term study of professional personnel management (pix) 2010. PraxisPapier 3/2011
  • DGFP long-term study of professional personnel management (pix) 2012. PraxisPapier 4/2012

literature

Individual evidence

  1. ↑ a b Rainer Marr : When is something actually "personnel research"? Comments on the article "Personnel research as ad hoc actionism: The personnel management professionalization index of the DGFP" by Walter A. Oechsler . In: Zeitschrift für Personalforschung 20 (2006) 1, pp. 7–11.
  2. ↑ a b c d Cf. Christian Scholz : ZfP discourse: The professionalization index of the DGFP in a necessary discussion . In: Zeitschrift für Personalforschung 20 (2006) 1, pp. 5-6.
  3. ↑ a b c d e f g h See German Society for Personnel Management (Hrsg.): Integrated personnel management in practice. Processes and professional standards (= DGFP-PraxisEdition . Volume 93). 2nd edition, W. Bertelsmann, Bielefeld 2012, ISBN 978-3-7639-4978-6 , p. 21 ff.
  4. ↑ Christiane Geighardt (edit.): Results of a survey by DGFP eV on the professionalization of personnel management . Edited by the German Society for Personnel Management , PraxisPapier 5/2004, Düsseldorf 2004, p. 4.
  5. ↑ a b c d e f g Cf. Joachim Hentze , Andrea Graf: Personalwirtschaftslehre 2 (= Uni-Taschenbücher . Volume 1374). 7th edition, Haupt, Bern 2005, ISBN 3-8252-0650-5 , pp. 407-410.
  6. ↑ a b c d Gisela Feller: A climate index for the continuing education landscape . In: Report. Zeitschrift für Weiterbildungsforschung 30 (2007) 3, pp. 61–74.
  7. ↑ See Klaus J. Zink : Personalwirtschaft und Arbeitswissenschaft: Necessity of integrative concepts . In: Zeitschrift für Arbeitswissenschaft 59 (2005) 5, pp. 385–394.
  8. ↑ juh .: HR departments under the microscope. Strong process management, but poor value creation  ( page no longer available , search in web archives )  Info: The link was automatically marked as defective. Please check the link according to the instructions and then remove this notice. . In: Lebensmittel Zeitung , August 6, 2004, p. 46.@1@ 2Template: dead link / jobs.lebensmittelzeitung.net  
  9. ↑ Unprofessional cultural management . In: Personal. Journal for Human Resource Management , No. 10, October 1, 2005, p. 40.
  10. ↑ Hagen Ringshausen: Personnel development promotes, demands and increases quality . In: Leadership and economics in the hospital 25 (2008) 6, pp. 588–589.
  11. ↑ A stronger focus on leadership culture . In: Personalmagazin , 1/2007, p. 75.
  12. ^ Lutz Dreesbach: Professional personnel management. Influence on the success of the company . In: Die Welt , June 5, 2008, No. 130, p. WR4.
  13. ^ A b Frank Hartmann: Lead like a trainer . In: Creditreform , No. 4, April 2, 2007, p. 46.
  14. ↑ mer: The demands on HR are increasing . In: Personalmagazin , 8/2006, p. 13.
  15. ↑ Randolf Jessl: Professionals of the Nation . In: Personalmagazin , 12/2005, p. 3.
  16. ↑ Michael Faust, Reinhard Bahnmüller, Christiane Fisecker: The capital market oriented company. external expectations, corporate policy, human resources and co-determination (= research from the Hans Böckler Foundation . 135). Edition Sigma, Berlin 2011, ISBN 978-3-8360-8735-3 , p. 289.
  17. ↑ a b Anja Schröder : Professionalization Processes Between Economic Rationality and Social Orientation. Manager biographies in the areas of human resources and product development (= studies on qualitative educational, consulting and social research - ZBBS book series ). Budrich, Opladen u. a. 2010, ISBN 978-3-86649-308-7 , pp. 333 f.
  18. ↑ See Walter A. Oechsler : Personal research as ad hoc actionism. The personnel management professionalization index of the DGFP . In: Zeitschrift für Personalforschung 19 (2005) 2, pp. 107–119.
  19. ↑ Cf. Walter A. Oechsler : How unprofessional can a measuring instrument be? . In: Personalwirtschaft 23 (2005) 6, pp. 26-27.
  20. ^ Bernhard Münster, Randolf Jessl: Bundling instead of splitting (interview with Gerold Frick ). In: Personalmagazin , 3/2008, p. 16.
  21. ↑ See Hans Böhm , Sascha Armutat : Professionalism on the test stand (standpoint) . In: Personalwirtschaft 32 (2005) 8, pp. 30–31.
  22. ↑ Cf. Volker Stein : PIX - Personalmanagement-Professionalisierungs-Index (DGFP). Rhetoric instead of quality . In: Computer + Personal 13 (2005) 7, pp. 28-30.
  23. ↑ Cf. Volker Stein : PIX - Quality erosion in the rhetorical guise of radiant seriousness? A recurring pattern (= working paper of the Chair of Business Administration, especially Organization, Personnel and Information Management . No. 85). Saarland University, Saarbrücken 2005.
  24. ↑ Cf. Rainer Marr : Essential impulses for more quality . In: Personalmagazin 12/2005, p. 18.
  25. ↑ Cf. Hans-Peter Hummel : Support of the professionalization striving in personnel management with the help of the Personnel Management Professionalization Index (PIX) of the German Society for Personnel Management (DGFP eV) - a critical consideration . In: Zeitschrift für Personalforschung 20 (2006) 1, pp. 12–21.
  26. ↑ Cf. Albert Martin : The assessment of personnel work: information with limited insight . In: Zeitschrift für Personalforschung 20 (2006) 1, pp. 22–41.
  27. ↑ Cf. Werner Nienhüser : Substantial and symbolic personnel management research - the example of the “Personnel Management Professionalization Index” of the German Society for Personnel Management . In: Zeitschrift für Personalforschung 20 (2006) 1, pp. 42–57.
  28. ↑ Dieter Wagner : Much Ado About Nothing? . In: Personal. Journal for Human Resource Management , No. 1, January 2, 2006, p. 38.
  29. ↑ See Hartmut Wächter : Statement on the PIX discussion . In: Zeitschrift für Personalforschung 20 (2006) 2, pp. 99–101.
  30. ↑ See Hartmut Wächter : Dialog . In: Personal. Journal for Human Resource Management , No. 3, March 1, 2006, p. 36.
  31. ↑ Jens Hoeppe: Decision-making and legitimation patterns in sustainable personnel management. Orientation and action framework for HR work . Hampp, Munich a. a. 2014, ISBN 978-3-95710-001-6 , p. 340 ff.
  32. ↑ See Lutz Dreesbach: Labor law is the greatest strength of HR managers. Since 2004 all member companies of the DGFP have been invited to pix surveys . In: Die Welt , June 8, 2011, No. 132, p. WR2.
  33. ↑ Heiko Weckmüller : Employee loyalty -retention management . In: ders. (Ed.): Excellence in Personnel Management. Making new results of personnel research usable for companies . Haufe, Freiburg im Breisgau a. a. 2013, ISBN 978-3-648-04107-9 , pp. 124-132, here: p. 124.
  34. ↑ Volker Stein : The Human Potential Index (HPI) as a multiple information asymmetry problem . In: Zeitschrift für Management 4 (2009) 4, pp. 373–382.
  35. ↑ Ewald Scherm : Seven ways - one goal? . In: Personalmagazin , 2/2011, p. 40.
  36. ↑ Cf. Ewald Scherm : legitimize personnel work . In: Personal. Journal for Human Resource Management , No. 3, February 28, 2011, p. 29.
  37. ↑ Cf. Andrea Friedrich : Social work on the way to the professionalization of personnel management - irritations of the professional self-image using the example of performance-oriented remuneration components . In: Andreas Langer , Andreas Schröer (Hrsg.): Professionalization in nonprofit management . VS Verlag für Sozialwissenschaften, Wiesbaden 2011, ISBN 978-3-531-17605-5 , pp. 67–86, here: p. 71.