Now showing 1 - 3 of 3
  • Publication
    Tensions in Managing Human Resources: Introducing a Paradox Framework and Research Agenda
    (Oxford University Press, 2017-09-14) ; ; ;
    Of all areas of management and organization science, one cannot imagine an area where tensions are more evident than in human resource management (HRM). Paauwe holds "we are finding increasing evidence of the dualities and paradoxes entailed in HRM today" (Paauwe 2004: 40). Stiles and Trevor (2006) further assert "the theoret- ical position that embraces the notion of tensions or paradoxes or dilemmas seems to be the most accurate re ection of the lived experience of HR professionals" (Stiles and Trevor 2006: 62). Notwithstanding, HRM researchers have not extensively mobilized paradox theory to understand tensions. Also, paradox theorists "who study a wide range of management issues such as leadership (Manz, Anand, Joshi, and Manz 2008; Zhang, Waldman, Han, and Li 2015), strategic decision-making (Smith 2014), innova- tion (Andriopoulos and Lewis 2009), and managerial decision-making (Lüscher and Lewis 2008)" have engaged little with HRM (for exceptions see Aust, Brandl, and Keegan 2015; Ehnert 2009; Kozica and Brandl 2015). In this chapter, we examine pre- vious research on tensions in HRM, focusing on the contributions and limitations of these perspectives for understanding and handling tensions. Second, we focus on what characterizes the dynamics of coping with tensions. Here, we draw on paradox theory to consider conditions for alternative response/coping strategies and processes that char- acterize reinforcing cycles. We o er insights from the (limited) body of work in HRM that draws on paradox theory. irdly, we o er a paradox framework to aid the study of HRM tensions. Finally, we conclude with suggestions for further HRM research on tensions and coping responses enriched by insights from a paradox perspective.
  • Publication
    Handling Tensions in Human Resource Management: insights from paradox theory
    (SAGE Publications, 2018-11-26) ; ;
    We have two aims in this paper. Our first aim is conceptual where we enrich tensions-focussed HRM research with insights from paradox theory. The second aim is to provide guidance for how HR practitioners can handle tensions that never go away. We focus on HR practitioners because they play leading roles in managing employment practices and designing intended HRM practices. We elaborate on the issue of handling tensions and apply a set of response strategies suggested by paradox theory including suppressing, opposing, splitting and adjusting. Finally, we illustrate these response strategies and their consequences using an example of hiring practices.
      1542Scopus© Citations 17
  • Publication
    The Lived Experience of Paradox: How Individuals Navigate Tensions during the Pandemic Crisis
    Organizational life has always been filled with tensions, but the COVID-19 pandemic is amplifying this experience in fundamental ways. Across the globe, employees have had to quickly adjust to working from home, striving to remain productive while adapting to new technologies and work-practices (Lanzolla, Lorenz, Miron-Spektor, Schilling, Solinas & Tucci, 2020). Essential employees, such as medical personnel, have been grappling with the desire to deliver care to those with need without risking themselves (Kniffin et al., 2020). Leaders have been balancing optimism with realism and finding ways to engender psychological proximity despite managing their followers from afar (Gibson, 2020). These interconnected tensions have been accentuated not just within domains (e.g., work), but also across domains (Ladge, Clair & Greenber, 2012). Working parents, for example, have been renegotiating boundaries as they pursue their work goals while home-schooling their children and caring for their elderly relatives (Power, 2020).
      435Scopus© Citations 24