Now showing 1 - 2 of 2
  • 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.
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  • Publication
    Line Managers and HRM: A Relational Approach to Paradox
    (Edward Elgar, 2022-11) ; ;
    The scholarly literature on line manager involvement in HRM increasingly acknowledges competing demands that pervade this work. This chapter introduces a relational approach to paradox that postulates that the way line managers translate competing demands is highly relevant for, and impacts on, other HRM actors’ experiences of tensions and abilities to handle them. We draw on suggestions from paradox literature that active engagement with competing demands can promote learning and focus on the role of training and supportive practices in organizations that enable the development of paradox mindsets and practical ways to handle tensions. By taking a relational approach to paradox, we model how individual responses to competing demands enable or hinder beneficial learning dynamics and promote virtuous cycles.
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