Human resources decision making in Lebanese organizations.

Abstract

Purpose – The purpose of this study is to explore Human Resources Decision Making followed in decision making authority in the Recruitment and Selection and Training and Development functions in Lebanese Organizations. Specifically, this study aims to identify the challenges faced by HR professionals, such as ‘wasta’-based interferences and owner’s interferences in decision making and their impact on the process. Design-methodology-approach – qualitative in nature, the study interviewed 20 HR professionals from Lebanese organizations of different industries and uses content analysis to answer research questions. Findings – There were variations in decision making authority of HR Professionals in respect to the structure and role of HR function among Lebanese organizations. It is found that in companies with unstructured HR function, owners and-or top management are likely to interfere and decision making authority of HR professionals is therefore weak. Whereas in companies with structured HR functions, HR professionals enjoy strong decision making authority in light of top management insights and recommendations. Further, it is found challenges and owner’s interferences to be minimizing the decision making authority of HR professionals, delay and pause the ongoing processes of HRM. Yet, findings surprisingly found ‘wasta’ not to have any real impact on HRM decisions in particular on recruitment decisions. Practical implications – The findings suggest further work on policies that frame the role of HR professionals within different HRM processes and the adoption of formal decision making processes or models to enhance the decision making authority of HR professionals.