E-HR and international HRM: a critical perspective on the discursive framing of e-HR

Abstract

In the current global economic climate, international HRM is facing unprecedented pressure to become more innovative, effective and efficient. New discourses are emerging around the application of information technology, with 'e-HR' (electronic-enablement of Human Resources), self-service portals and promises of improved services couched as various HR 'value propositions'. This study explores these issues through our engagement with the emergent stream of 'critical' HRM, the broader study of organizational discourse and ethical management theories. We have found that while there is growing research into the take-up of e-HR applications, there is a dearth of investigation into the impact of e-HR on the people involved; in particular, the (re) structuring of social relations between HR functions and line managers in the move away from face-to-face HR support services, to more technology-mediated 'self-service' relationships. We undertake a close reading of personal narratives from a multinational organization, deploying a critical discourse lens to examine different dimensions of e-HR and raise questions about the strong technocratic framing of the international language of people management, shaping line manager enactment of e-HR duties. We argue for a more reflexive stance in the conceptualization e-HR, and conclude with a discussion about the theoretical and practical implications of our study, limitations and suggestions for future research.

Conceptualising the future of HRM and technology research

“…(Heskett, Sasser, & Wheeler, 2008): This is central to HRM: fundamental to a multi-stakeholder approach is trust between the different stakeholders. As Francis et al (2014Francis et al ( , p. 1341 note 'there is a dearth of critique in [the] literature about the impact on the people involved'. We need research to help understand how firms deal with their owners, employees, customers and their communities as stakeholders in HRM.…”

“…Rather than starting with e-HRM technology and examining how people adopt, appropriate, adapt, or accept its applications, we call for research to start with the targeted users and explore how they develop their work with e-HRM (Francis, Parkes, & Reddington, 2014). The enactment approach to e-HRM implementation emphasises the prominent and decisive roles that users play in the recurrent use of an e-HRM technology in the belief that various stakeholders engaging in implementation exert social influence in order to change the pattern of technology use in ways that, over time, remove or ameliorate its potential to constrain human action.…”

The Ethics of Engagement in an Age of Austerity: A Paradox Perspective

“…These models play down the impact of tensions arising from contradictory interests or identifications (Jenkins andDelbridge 2013, p. 2672) faced by managers and employees when confronting paradoxical demands arising from the work situation (Thompson 2011). Critical (Jenkins and Delbridge 2013) perspectives on engagement challenge these narrow assumptions and the underlying 'resource' metaphor framing engagement specifically, and human resource management generally (Keegan and Francis 2010;Francis et al 2014).…”

“…Environments that sustain dialogue and associated relational features consistent with an ethic of care are becoming increasingly relevant as organizations experience growing pressure to deliver on the broad ethics and responsibility agenda (Parkes 2012;Groysberg and Slind 2012;Jacobs and Keegan 2016), while seeking to advance workforce engagement and cut costs and do more with less resources. As organizations begin to rely on the interdependency of fewer core staff to maintain the same or better levels of performance, trust, reciprocity, an expression of caring relationships and cultures of inquiry are likely to provide critical pathways to genuine reconciliation of (competing) stakeholder needs and interests (Greenwood 2002;Machold et al 2008;Francis et al 2014). It follows that where the performance of tasks are in tension, an engagement deficit on the part of workers may not indicate an unwillingness of workers to engage, but reflect relational organizational contexts that suppress, rather than promote acceptance and understanding of contradictions and tensions in local and broader socio-economic conditions (Greenwood 2002;Greenwood and Freeman 2011;Kahn 2005;Spicer et al 2009;Watson 2010).…”

HR transformation within the hotel industry: building capacity for change

“…In this context there is a risk of a growing 'credibility gap' between employees and the People team, as it becomes more remote from employees (Francis and Keegan, 2006;Francis et al, 2014). Nevertheless, the MD emphasises the importance of a more 'progressive' People agenda that focuses on 'developing individuals and teams' alongside the need for more effective cost management .…”