State-of-the-art and future directions for HRM from a paradox perspective
|Title:||State-of-the-art and future directions for HRM from a paradox perspective||Authors:||Aust, Ina
Keegan, Anne E.
|Permanent link:||http://hdl.handle.net/10197/9351||Date:||1-Aug-2015||Abstract:||Managing HRM related tensions is a matter of practical and theoretical significance. Despite increasing interest among HRM scholars in understanding the nature of tensions in managing the employment relationship, attempts to explore these tensions that go beyond the mapping of dualities or naming of the negative aspects of tensions are somewhat rare. Furthermore, discussions on managing HRM tensions tend to be of limited value for practitioners due to their overly abstract nature contributing to what several commentators lament is a growing theory-practice gap in HRM research. This Special Issue aims to advance the discussion on tensions in HRM by drawing on a recent paradox perspective from organization theory. Along with the contributors to the Special Issue, we explore how a paradox perspective can support HRM researchers in a more systematic analysis of types of HRM paradoxes and tensions and in deepening awareness of practical strategies for coping actively and constructively with tensions. In this introduction to the Special Issue, we first provide a synthesis of the features of a paradox perspective and contrast it with previous research on tensions in organization theory and HRM. Next, we illustrate how a paradox perspective can be applied to analyzing HRM tensions presenting key examples of such analysis. We then introduce the contributions to this Special Issue all of which draw, albeit in different ways, on a paradox perspective on HRM. Finally, we explore opportunities for future research. In particular, we focus on the need to move from a duality perspective to a paradox perspective on HRM, on opportunities to explore the links between HRM, paradox and organizational sustainability and on the skills and capabilities needed for coping with HRM paradoxes both at individual and organizational/HRM levels.||Type of material:||Journal Article||Publisher:||Sage||Copyright (published version):||2015 Sage||Keywords:||Paradox;Tension;Human resource management||DOI:||10.1688/ZfP-2015-03-Aust||Language:||en||Status of Item:||Peer reviewed|
|Appears in Collections:||Business Research Collection|
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