A Processual Analysis of HRM-Based Change

Francis, Helen; Sinclair, John

doi:10.1177/13505084030104004

Cited by 17 publications

(14 citation statements)

References 21 publications

(17 reference statements)

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Until now, not least because of Townley's pioneering Foucauldian analysis, much research has mainly taken a discursive and critical‐discursive approach. For instance, HR practices have been analysed as multi‐layered conversations (Francis, 2003; Francis and Sinclair, 2003; Mueller and Carter, 2005), as discursive practices (Zanoni and Janssens, 2004), and as discursive concepts, objects and subjects (Francis, 2006). The consequence of taking a discursive perspective is that one can leave behind the old dichotomy of representing HRM as rhetoric versus reality.…”

Section: Bringing In Dissenting Voices Into the Consensus‐oriented Fimentioning

confidence: 99%

HRM and Performance: A Plea for Reflexivity in HRM Studies

Janssens

Steyaert

2008

J Management Studies

138

121

View full text Add to dashboard Cite

In this Counterpoint, we build on Paauwe's suggestions to take the field of HRM and Performance further. Rather than aiming for a synthesis or proposing a radical alternative, we argue that R(econstructive)-reflexivity is needed for theorizing HRM. In particular, we bring in insights from critical studies on the notion of HRM, on the notion of performance, and on the theoretical relationship between them as a way to open up new research avenues and lines of interpretation. For each of these three aspects, we indicate how studying the employment relationship can be reframed. In particular, we emphasize practice-oriented research as one possible research path for the field of HRM as it allows for an examination of HRM as a set of practices, embedded in a global economical, political and socio-cultural context. We end our counterpoint by reflecting on reflexivity, proposing three practices that can guide HRM scholars in becoming reflexive in the ways they study HRM.

show abstract

Section: Bringing In Dissenting Voices Into the Consensus‐oriented Fimentioning

confidence: 99%

HRM and Performance: A Plea for Reflexivity in HRM Studies

Janssens

Steyaert

2008

J Management Studies

138

121

View full text Add to dashboard Cite

show abstract

“…, 2003). A growing number of analysts challenge this unitarist assumption that ‘what is good for the organisation is good for the worker’ and call for the need to build the worker back into models of HRM (Legge, 1999; Guest, 2002: 336; Francis and Sinclair, 2003; Keegan and Boselie, forthcoming).…”

Section: Emergent Models Of Hrmmentioning

confidence: 99%

The changing face of HRM: in search of balance

Francis

Keegan

2006

Human Res Mgmt Journal

Self Cite

164

151

View full text Add to dashboard Cite

231-249Current models of HRM suggest that expectations about HR roles are changing as organisations are striving to make the HR function leaner and more 'strategic'. In our article we explore the changing roles of HRM as they are perceived by different stakeholder groups within the HR profession through the medium of a study examining the diffusion of the concept of 'the thinking performer' launched by the Chartered Institute of Personnel and Development in 2002. We explain how the concept of business partnering dominates respondents' talk about HR policy and practice and raise questions about the impact of this in terms of HRM's relationship with employees, employee well-being and the career paths of HR professionals. We argue that the profession needs to reflect seriously on the consequences of a dominant business/strategic partner framing of HR work, which fails to address the duality that has historically always been inherent in HR practice. We conclude that there is a need for a more balanced HR agenda addressing human and economic concerns in current and future models of HRM.

show abstract

“…For HR, the uncertainty about the future highlights the ambiguity inherent in developmentally oriented HR initiatives (Francis and Sinclair, 2003), diminishing the possibilities for a strategic HR contribution in the process. Uncertainty about the future reinforced the ambiguity regarding the purpose, meaning, contribution and consequences of a business excellence programme initiated by corporate HR.…”

Section: Discussionmentioning

confidence: 99%

Private equity and human resource management: ‘Barbarians at the gate!’ HR’s wake-up call?

Boselie

Koene

2010

Human Relations

View full text Add to dashboard Cite

A private equity buyout (PEB) constitutes an important organizational event that usually heralds major organizational transformations. As such, the announcement of a possible PEB can be expected to impact the organization and require careful management of the pre-PEB process. This article investigates the role and contribution of human resource management (HRM) during a two-year process of negotiations preceding a PEB. It shows the vulnerability of HR-based change contributions to uncertainty about the future, as uncertainty accentuates the ambiguity inherent in HRM based change. Furthermore, it highlights the importance of the role of top-management and the possibilities for HRM during the period leading up to a PEB.

show abstract

A Processual Analysis of HRM-Based Change

Cited by 17 publications

References 21 publications

HRM and Performance: A Plea for Reflexivity in HRM Studies

HRM and Performance: A Plea for Reflexivity in HRM Studies

The changing face of HRM: in search of balance

Private equity and human resource management: ‘Barbarians at the gate!’ HR’s wake-up call?

Contact Info

Product

Resources

About