HR differentiation between professional and managerial employees: Broadening and integrating theoretical perspectives |
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| Institution: | 1. Department of Histopathology, St James''s Hospital and Trinity Translational Medicine Institute, Trinity College, Dublin 8, Ireland;2. De Duve Institute, Université Catholique de Louvain, 1200 Brussels, Belgium;3. Department of Obstetrics and Gynaecology, St James''s Hospital and Trinity College, Dublin 8, Ireland;1. Department of Business & Management, University of Sussex, Falmer, Brighton BN1 9RF, United Kingdom;2. Department of Human Resources and Organisational Behaviour, University of Greenwich Business School, Old Royal Naval College, Park Row, Greenwich, London, SE10 9LS;3. ESCP Europe Wirtschaftshochschule Berlin, Heubnerweg 8-10, 14059 Berlin, Germany;4. Department of Management, London School of Economics and Political Science, Houghton Street, London WC2A 2AE, United Kingdom;1. Department of Psychology, University at Albany, SUNY, Social Science 387, 1400 Washington Ave., Albany, NY 12222, USA;2. Department of Psychology, Rice University, 6100 Main St., MS-25, Houston, TX 77005, USA;1. School of Labor and Employment Relations, University of Illinois at Urbana-Champaign, 504 E. Armory Avenue, Champaign, IL 61620, USA;2. College of Business Administration, University of Illinois at Urbana-Champaign, 1206 S. Sixth Street, Champaign, IL 61820, USA;1. Pamplin College of Business, Virginia Tech, 880 West Campus Dr, Blacksburg 24060, VA, USA;2. Darla Moore School of Business, University of South Carolina, 1014 Greene St, Columbia 29208, SC, USA |
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| Abstract: | Recent HR differentiation research has been concerned with HRM differences within job groups (such as between more and less talented managerial employees) and HRM differences between job groups of different strategic value (such as knowledge and manual workers). Less attention has been paid to HR differentiation among strategically valuable job groups. This paper reviews literature relevant to the question whether (and how) firms should differentiate their HRM systems between professional and managerial job groups. Four broad theoretical perspectives are adopted, including firm-level economic (“macro”), psychological (“micro”), institutional, and technical-feasibility perspectives. Psychological, institutional, and technical-feasibility perspectives are argued to favor a two-pronged approach, whereby professional HRM systems are nested within firm-level managerial HRM systems (while being subject to influence by field-level institutions). The economic (resource-based) perspective, by contrast, implies HR homogenization across the two job groups. Integrating the four perspectives, the paper points to potential longer-term negative effects of trends toward HR homogenization on professional skill standards and dedication to higher-order professional goals. |
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