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From HRM practices to the practice of HRM: setting a research agenda

From HRM practices to the practice of HRM: setting a research agenda Purpose– The purpose of this paper is to develop an “HRM-as-practice” research agenda. The authors suggest that the HRM-performance literature would benefit from an actor-centric approach and a focus on activities, and that the HR roles research needs to shift its attention toward a more dynamic perspective of HR work and link this further to performance. Design/methodology/approach– The paper first provides an overview of strategy-as-practice (SAP) literature, and then review how extant HRM literature deals with three core notions of SAP: practices, praxis and practitioners. Based on this, the paper outlines an “HRM-as-practice” research agenda. Findings– Focussing on the intersections between praxis, practitioners and practice, the paper suggests that an “HRM-as-practice” approach can give new insights into first, how people-related decisions are made, implemented and enacted in organizations; second, how employees and other HRM stakeholders interpret and engage with HRM; third, how HR actors become more effective and influential organizational agents; and fourth, what the short-term and long-term effects of these actions and activities are. Research limitations/implications– The authors acknowledge the fuzzy and intertwined nature of the practices, practitioners and praxis categories, but believe that their intersections provide a fruitful theoretical lens to examine the practice of HRM. Originality/value– The authors use the HRM-as-practice lens to suggest novel research approaches that can shed new light on several open questions within the HRM field. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Organizational Effectiveness: People and Performance Emerald Publishing

From HRM practices to the practice of HRM: setting a research agenda

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Publisher
Emerald Publishing
Copyright
Copyright © Emerald Group Publishing Limited
ISSN
2051-6614
DOI
10.1108/JOEPP-02-2014-0008
Publisher site
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Abstract

Purpose– The purpose of this paper is to develop an “HRM-as-practice” research agenda. The authors suggest that the HRM-performance literature would benefit from an actor-centric approach and a focus on activities, and that the HR roles research needs to shift its attention toward a more dynamic perspective of HR work and link this further to performance. Design/methodology/approach– The paper first provides an overview of strategy-as-practice (SAP) literature, and then review how extant HRM literature deals with three core notions of SAP: practices, praxis and practitioners. Based on this, the paper outlines an “HRM-as-practice” research agenda. Findings– Focussing on the intersections between praxis, practitioners and practice, the paper suggests that an “HRM-as-practice” approach can give new insights into first, how people-related decisions are made, implemented and enacted in organizations; second, how employees and other HRM stakeholders interpret and engage with HRM; third, how HR actors become more effective and influential organizational agents; and fourth, what the short-term and long-term effects of these actions and activities are. Research limitations/implications– The authors acknowledge the fuzzy and intertwined nature of the practices, practitioners and praxis categories, but believe that their intersections provide a fruitful theoretical lens to examine the practice of HRM. Originality/value– The authors use the HRM-as-practice lens to suggest novel research approaches that can shed new light on several open questions within the HRM field.

Journal

Journal of Organizational Effectiveness: People and Performance – Emerald Publishing

Published: May 27, 2014

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