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We have two aims in this paper. Our first aim is conceptual where we enrich tensions-focussed HRM research with insights from paradox theory. The second aim is to provide guidance for how HR practitioners can handle tensions that never go away. We focus on HR practitioners because they play leading roles in managing employment practices and designing intended HRM practices. We elaborate on the issue of handling tensions and apply a set of response strategies suggested by paradox theory including suppressing, opposing, splitting and adjusting. Finally, we illustrate these response strategies and their consequences using an example of hiring practices.

State-of-the-art and future directions for HRM from a paradox perspective: Introduction to the Special Issue ** Managing HRM related tensions is a matter of practical and theoretical significance. Despite increasing interest among HRM scholars in understanding the nature of tensions in managing the employment relationship, attempts to explore these tensions that go beyond the mapping of dualities or naming of the negative aspects of tensions are somewhat rare. Furthermore, discussions on managing HRM tensions tend to be of limited value for practitioners due to their overly abstract nature contributing to what several commentators lament is a growing theory-practice gap in HRM research. This Special Issue aims to advance the discussion on tensions in HRM by drawing on a recent paradox perspective from organization theory. Along with the contributors to the Special Issue, we explore how a paradox perspective can support HRM researchers in a more systematic analysis of types of HRM paradoxes and tensions and in deepening awareness of practical strategies for coping actively and constructively with tensions. In this introduction to the Special Issue, we first provide a synthesis of the features of a paradox perspective and contrast it with previous research on tensions in organization theory and HRM. Next, we illustrate how a paradox perspective can be applied to analyzing HRM tensions presenting key examples of such analysis. We then introduce the contributions to this Special Issue all of which draw, albeit in different ways, on a paradox perspective on HRM. Finally, we explore opportunities for future research. In particular, we focus on the need to move from a duality perspective to a paradox perspective on HRM, on opportunities to explore the links between HRM, paradox and organizational sustainability and on the skills and capabilities needed for coping with HRM paradoxes both at individual and organizational/HRM levels.