Business partners and working the pumps: Human resource managers in the recession

Abstract

This article examines the work and roles of HR managers in the Irish recession. It tests the validity of three competing views about the future of HR: that the profession needs to become a business partner; that it is knee-deep in a legitimacy crisis; and that it is fragmenting by being unable to cope with the complexity of modern organizational life.Three key findings emerge from the research. First, HR managers have gained greater influence in business decision-making, but much of this influence arises from shortrun retrenchment measures. Second, many HR managers remain committed to long established professional values and ideas of good practice. Third, modern HR managers are developing a professional identity that allows them to perform multiple, competing roles. These findings challenge existing arguments about the effects of the current recession. They also speak to ongoing debates about changing HR roles by showing how HR managers remain adept at making pragmatic adaptations to secure their role in organizational life.

Organizing the HRM function: Responses to paradoxes, variety, and dynamism

“…Evidence suggests that HRM actors face multiple, often contradictory demands. Gubbins and Garavan (, p. 241) cite “inherent functional and relationship tensions” when describing HR professionals' roles, while Roche and Teague () report that HR practitioners in their study experience tensions and contradictions while being resigned to having to sustain multiple professional identities.…”

HRM and performance: the vulnerability of soft HRM practices during recession and retrenchment

“…If economic variation alters HRM dynamics, then questions arise as to how this altered dynamic might change workplace practices and expectations: In short, how does management exploit heightened labour market power, and how does this determine the work of HR managers? For Ulrich et al (2009), the role of HR managers changes through recession, bringing increasing influence in business decisions, but according to Roche and Teague (2012), this arises from short-term retrenchment measures, restructuring or adjustments to working time and pay structures (Cappelli, 2000) practices which have in the Taiwanese national context been found to negatively impact on firm performance (Tsao et al, 2016). Whilst training budgets might also fall victim to wider cuts to HRM (Charlton, 2008;Felstead, 2016), an increase in training could alternatively foster an increase in flexibility amongst labour or indeed job enlargement.…”

Re-examining the job satisfaction–job performance link: a study among Irish retail employees

“…These changes can impact on retail workers, placing increased demands on a reducing workforce to ensure companies remain competitive and ultimately stay in business (Hellgren & Sverke, 2001). Roche and Teague (2012) argue that in light of the duration and the severity of the economic downturn in Ireland, coupled with the impact of decreased public spending and increased austerity on businesses, 'Ireland represents a "critical case" in which to examine systematically the effects of the recession' (p. 1338).…”