Relational Gatekeeper Behaviour of HR Managers in the Middle East: The Role of Informal Networks.
Alsarhan, F., Horak, S., & Darwish, T. K., 2024. Relational Gatekeeper Behaviour
of HR Managers in the Middle East: The Role of Informal Networks. International
Journal of Human Resource Management,
35(16), 2635-2673.
DOI:
https://doi.org/10.1080/09585192.2024.2359517
Abstract
Wasta, the informal network context omnipresent in the Middle East, is
widespread in human resource management (HRM) practices. Yet, its influence on
the behaviour of HR managers has not been explored. Utilizing relational
gatekeeping theory and the informal network perspective in conjunction with
in-depth expert interviews with HR managers, we seek to explore whether and how
informal networks (wasta) influence and shape their role in an Arab Middle
Eastern context. Our findings indicate that the level of wasta penetration in
organizations is reliant on the relational gatekeeping behaviours of HR
managers. Furthermore, we show how HR managers compensate for structural
deficiencies by leveraging their wasta-derived power to amplify their voices.
Nevertheless, the findings also emphasize the significance of power sharing in
reducing the expansion of culturally derived power associated with wasta,
thereby limiting power dynamics and authority to that derived from the formal
organizational hierarchy. These insights advance knowledge on gatekeeping
behaviour in the Arab Middle Eastern context and contribute new knowledge
regarding the operational modes of informal networks within organizations. Our
findings underscore the pivotal role that HR managers play in shaping the
organizational culture. From a practical perspective, we offer actionable
solutions, such as power sharing through committee work, to enhance the
effectiveness of the HR function.
Keywords
HRM, Role of HR Managers, Informal Networks, Relational Gatekeeping, Wasta,
Middle East, Emerging Markets.