Research and practice in HRM: A historical perspective

The field of Human Resource Management began, formally, in the early days of the 20th century. At the outset, research and practice in the field were virtually synonymous, and there were clear links between the two. But there seems to be consensus that research and practice have diverged over recent decades and there have been numerous papers that have pointed this out, and which have also suggested ways to bring the two sides into better alignment. The present paper joins the ranks of those who have noted this divergence, but we also propose a model of the forces leading to that divergence that deal with forces operating on both researchers and managers. This analysis results in some different conclusions about the nature of the divergence, as well as suggestions for how to bring the two sides back together.     

HRM as Hologram: A Polemic

The polemical argument developed in this paper is an attempt to analyse the 'problem' of HRM and suggest a way forward. The 'problem' is identified in terms of the intrinsic conceptual-theoretic, empirical, representative and institutional ambiguities which characterize the discourses and practices of HRM. It is argued that these stem from the epistemological limitations of modernist methodologies employed to 'identify' and 'fix' HRM. The proposed 'solution' involves visualizing the phenomenal forms taken by HRM through the metaphor of the hologram and re-understanding HRM from a holographic perspective. This permits the well-known 'contradictions' to dissolve and HRM is reconstituted as a complex holistic process refracting the politico-managerial changes attendant on 'globalization'     

Business Strategy,HRM Practices and Organizational Performance: A Study of the Indian Software Industry

ABSTRACT

Human resources and human resources management system create competitive advantage in today's global market economy that provides wider access to technology, finance and other resources. HRM research has set a new trend with its linkage process with business strategy and organizational performance to find a place for the profession and add value to the organization. This paper intends to unveil the business strategic models, HRM practices and organizational performance in Indian software companies. The study has found that there is a significant difference among HR practices in software companies in India based on Miles and Snow's strategic types, viz., prospectors, defenders, analyzers and reactors. Although reactors showed their difference from other strategic types, no significant difference was found among three proactive strategic types, viz. prospector, defender and analyzer. With regard to performance analysis, it was found that prospectors have a comparative advantage over other strategic types in almost all performance parameters. Although incentives and stock options have a greater overall impact on performance parameters, there is a lot of difference among factors that influence organizational effectiveness in three proactive strategic types.     

HRM Practices,Organizational Citizenship Behaviour,and Performance: A Multi‐Level Analysis

We examine the relationship between HRM practices, conceptualized at the workplace level, and individual employee attitudes and behaviour. We focus on two possible explanations for the relationship: social exchange and job influence/employee discretion. Findings from a study of employees in North‐East England suggest that there is a positive impact of HRM practices on organizational citizenship behaviour, through an effect on perceived job influence/discretion. There was no such effect for perceived organizational support. These findings provide support for a job influence and opportunity explanation of HRM effects on employee attitudes and behaviour.     

HRM and Indian epistemologies: A review and avenues for future research

India is emerging as a super power, slated to be among the world's five largest economies and viewed by international investors, business conglomerates and tertiary education providers as a land of opportunity. A database search since the opening up of the Indian economy in 1991 reveals a slowly increasing number of scholarly articles on HRM, with a steep rise from the year 2000 onwards. While it is acknowledged that the field of HRM is a broad area, there is currently a dearth of research in specific HRM practices and policies in India to warrant a focus on only one area. Hence the primary objective of this article is to present a scholarly survey of important research literatures in the area of HRM in India, and to offer avenues for future research. To this end this article garners, integrates and discusses research on HRM in India with a focus primarily on the past fifteen years. It is within this complexity that research on India and its workforce is presented by illuminating HRM as embedded in the Indian environment with its intricate epistemologies and transitions in a period of dynamic change.     

Institutional theory and HRM: A new look

The context of HRM is important but undertheorized (Paauwe, 2009) and subsequently underresearched (Jackson, Schuler, & Jiang, 2014). We offer two recent perspectives of institutional theory—institutional logics and institutional work—as theoretical lenses through which scholars can explore the influence of institutional context on HRM and more intriguingly the influence of HRM professionals on their institutional contexts. Though others have introduced institutional theory to HRM scholarship (e.g. Paauwe & Boselie, 2003), we bring a conceptualization of institutional theory that reflects its advances over the last fifteen years, advances highly relevant to HRM scholars. While previous conceptualizations of institutional theory focus on the direct constraint of institutions on HRM, institutional logics emphasizes complexity, multilevel dynamics, and agency. Similarly, institutional work addresses agency at the day-to-day level, exploring how actors create, maintain, and disrupt the institutional contexts in which they are embedded. Directions for HRM research are discussed.     

A test of the HRM model: good for employers and employees

Some of the assumptions made by the proponents of the strong version of HRM are tested, using social identity theory and group processes. In particular, the author explores the proposed link between the HRM characteristics integration, commitment, quality and flexibility and examines their relationships to employee satisfaction, intention to stay and organisational performance. Based on a survey conducted among bank employees, correlational and multiple regression analysis, both at individual and at branch level, confirm the connection between integration, commitment, quality and flexibility. Commitment emerges as the central variable. It is closely related to work satisfaction and intention to stay and, most importantly, makes a significant contribution to branch performance.     

Charities and Tax: A Plea to the Chancellor

How can charitable giving be encouraged? Michael Brophy, of the Charities Aid Foundation, makes an appeal to the Chancellor for increasing the tax advantages of charitable gifts.     

Line managers and HRM: A managerial discretion perspective

Line managers play a central role in HRM practices, but research and theory on how their role is enacted remains underdeveloped. This paper presents a case study of a large U.K.‐based fashion retailer and uses managerial discretion theory to develop a novel understanding of line managers' contribution to the implementation of HRM practices. We describe three distinct ways in which line managers engage with HRM policies and procedures, and propose that line managers make an important contribution to the effective implementation of HRM systems through exerting their cognitive and political abilities to bring about decisions that are well suited to their local situations. Moreover, we find that HR specialists design and manage HRM policies and procedures to afford different levels of managerial discretion in different areas of HRM.     

HRM in entrepreneurial firms: A systematic review and research agenda

This review aims at synthesizing and assessing the literature on human resource management (HRM) in entrepreneurial firms. Our review over the time period 2004–2020 is relevant as entrepreneurial firms have a central role in the economy and are important for technological advancement and employment. Furthermore, managing entrepreneurial firms differs significantly from managing established firms. Using a systematic review method, we develop a framework of HRM in entrepreneurial firms, in which we present the current state of the literature, accounting for antecedents, outcomes, and the organizational context. Importantly, we also offer a compelling research agenda for future work on HRM in entrepreneurial firms.     

A framework for comparative institutional research on HRM

Abstract

This article argues that awareness of institutional context has been singularly lacking in the most influential areas of HRM. This lack of attention to external context has resulted in findings that fail to reflect reality. We offer a layered contextual framework embedded in economic institutional theory. We propose that it forms the basis of a comparative research agenda for HRM. We validate the framework using extant publications on institutionally based comparative HRM, drawing on findings from the Cranet research network published in the decade 2007–2017.     

The norm of norms in HRM research: A review and suggestions for future studies

This article presents a systematic literature review of how norms are used in a sample of 436 articles in the human resource management (HRM) field. In exploring how norms are theorized, applied, and operationalized, the article identifies four main thematic fields in which norms are commonly used: culture, diversity, labor market, and work–life. The article makes three main contributions to the existing literature. First, it reveals a pervasive inconsistency in the use of norms across HRM research such that any assumption of a “norm of norms”—that is, consensus on the meaning of norms in HRM—is erroneous and in need of critical reflection. Second, the review offers a typology that outlines four similarities and differences in how HRM research employs norms. Finally, the authors propose a norm-critical research agenda as a relevant basis for future critical and reflexive enquiry into norms in both HRM theory and practice.     

Change agency in occupational context: lessons for HRM

Change agency is seen as a key route to reducing the occupational vulnerability of human resource management (HRM). However, few look outside of the HRM context to consider change agency more broadly in organisations. Drawing on a study of change agency units in British organisations, we argue that challenges to occupational credibility and competing jurisdictional claims have wider implications for the role of HR practitioners. In particular, change agency is better seen as replaying rather than resolving the ambiguity of HRM's role and identity in organisations.     

Gender equality and comparative HRM: A 40-year review

Guided by comparative human resource management (HRM) research, we review and critically assess the literature on gender equality in work settings. To this end, we consider quantitative articles published between 1980 and 2021. We apply a multi-level and multi-dimensional framework focused on three gender equality perspectives (i.e., Hofstede, GLOBE, and socioeconomic) and the HRM chain (e.g., policies and practices) as well as individual and organizational outcomes. Consistent with previous literature in the field of comparative HRM, we find that the three gender equality perspectives explain significant differences in the HRM chain as well as in both individual-level and organizational-level outcomes. Extending comparative HRM literature, we find that the three gender equality perspectives influence our research community differently, show similarities and differences in outcomes, associate with different effects (i.e., enabling and enhancing), and differ in the direction of such effects. Our study contributes to evidence-based policy and practice in organizations that align their HR strategies to the United Nations Sustainable Development Goal 5 (Gender Equality).     

Introduction: service work and its implications for HRM

This article draws on our four case studies to examine the nature of the relationships between ABB and its Canadian subsidiaries. Starting from a critical review of the literature, it develops a framework that is sensitive to three levels of analysis: the factors that shape the parent corporation's strategies, the characteristics of the host countries in which the MNC operates and the characteristics of the local subsidiaries themselves. The empirical material illustrates how innovation is generated by a two-way process, in which the initiative of corporate leaders challenges the ‘interpretation’ of local actors. In doing so, we point to a number of key omissions in the influential attempt by Bartlett and Ghoshal to use ABB to develop a managerial theory of the firm. This research also leads to broader considerations regarding the interface between markets and organizations. As distinct from the orthodox view, a transnational corporation may be conceived as a mediator between the market and a local subsidiary. In many ways, the global corporation channels and mediates the impact of external market forces on internal organizational actors, through a process involving the exercise of politics and power. The article has significant implications for decision making on human resource management. In particular it stresses that local managers, local unions, and employees can think and act strategically only in as far as they properly assess the limits of their respective sphere of organizational autonomy within the corporation.