The Unspoken Truth About Non-Cooperative Behavior Towards HR

In the dynamic landscape of corporate culture, HR professionals are often positioned at the intersection of management and employees. Tasked with roles ranging from recruitment and performance management to policy implementation, HR is expected to operate with unwavering positivity and act as facilitators to resolve conflicts. But what happens when the departments HR supports treat it with resistance or even disdain?

The Myth of Endless Positivity

It’s a common assumption that HR professionals should maintain a constant, upbeat demeanor. However, this expectation can be damaging. According to a study published in The International Journal of Human Resource Studies, HR departments often face psychological pressure to maintain composure even when dealing with disrespectful or toxic behavior from colleagues in other departments. This misconception perpetuates the idea that HR is simply a service function rather than a strategic partner deserving of respect.

When Autonomy Breeds Disrespect

Many experienced professionals in reputable organizations enjoy autonomy in their roles. However, this autonomy can lead to friction when HR tries to enforce policies that may limit or structure departmental freedom. For instance, HR initiatives like performance management systems or wellness programs can be seen as intrusions, prompting non-cooperative behavior. This resistance can range from passive-aggressive communication to outright disrespect, leaving HR professionals to navigate a minefield of office politics.

The “Clerical Work” Perception

Despite the strategic impact of HR, there is often a perception that HR only exists to handle clerical work, such as maintaining records or handling paperwork. This reductive view undermines the value HR brings to an organization. The impression that HR is non-essential, or even the least important department, is pervasive. Some employees and even senior leaders believe that bypassing HR policies demonstrates superiority, viewing their own work as more critical and the “lifeline” of the company.

A comprehensive research piece from The Journal of Organizational Behavior highlights how non-cooperation and negativity towards HR can undermine organizational culture. The study points out that employees are quick to criticize HR for enforcing rules yet equally quick to demand HR’s support when personal grievances arise. This paradox creates a double-edged sword for HR, as they are often caught between managing expectations from both ends.

The Bitter Truth About Policy Implementation

Implementing policies is one of the most challenging aspects of HR's role. Employees who are otherwise civil can turn hostile, resisting new guidelines and challenging HR’s authority. The backlash can manifest as toxic, non-professional behavior, which is both emotionally draining and demotivating for HR teams.

Management is not exempt from this toxicity. In fact, HR is often hated by both employees and leadership. While employees see HR as the enforcers of unpopular policies, management may undervalue HR’s contributions, especially when those contributions do not align with their immediate goals. A recent survey from HR Magazine revealed that 68% of HR professionals feel underappreciated by senior management, despite the strategic value they bring to the table.

Navigating the Challenge

HR professionals continue to face a challenging environment where they are expected to be everything for everyone. Yet, the lack of support and the negative assumptions about their roles make their work exceptionally difficult. To those who undermine HR’s contributions: remember that a well-functioning HR department is a cornerstone of any thriving organization. It’s time we give HR the credit and cooperation they deserve.

Have you experienced or witnessed non-cooperative behavior towards HR? How did it impact your organization? What was your response when it came to the policy implementation phase? I’d like to hear how your current and former organizations value HR.

*Citations: The International Journal of Human Resource Studies, The Journal of Organizational Behavior, HR Magazine

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