HRM as Hologram: A Polemic

Keenoy, Tom

doi:10.1111/1467-6486.00123

Cited by 144 publications

(141 citation statements)

References 18 publications

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“…The Burnsland case not only demonstrates that HR practice is a highly political management process but also shows how, in the case discussed, it involves complex micro-political and interactional calculations and sensitive assessments of the value of different human contributions to the overall value-chain of a firm (e.g. Keenoy 1999;Watson 1994). This is in stark contrast with approaches which downplay the political aspect of HR.…”

Section: Resultsmentioning

confidence: 99%

“…We know from the existing critical qualitative literature on HR, that HR practice is a highly political management process involving technically, morally, socially and emotionally complex, calculations and sensitive assessments of the value of different human contributions to the overall value-chain of a firm (e.g. Keenoy 1999;Watson 1994). In contrast with approaches which downplay the socio-political aspect of HR, there are increasing calls that practitioners, other stakeholders and commentators should recognise and embrace the socio-political aspect of HR work, and that critical HR studies should seek to help to illuminate it.…”

Section: Introductionmentioning

confidence: 99%

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Towards practice-based studies of HRM: an actor-network and communities of practice informed approach

Vickers

Fox

2010

The International Journal of Human Resource Management

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HRM may have become co-terminus with the new managerialism in the rhetorical orthodoxies of the HRM textbooks and other platforms for its professional claims. However, we have detailed case-study data showing that HR practices can be much more complicated, nuanced and indeed resistive toward management within organizational settings.Our study is based on ethnographic research, informed by actor-network theory and community of practice theory conducted by one of the authors over an eighteen month period. Using actor-network theory in a descriptive and critical way, we analyse practices of managerial resistance, enrolment and counter-enrolment through which an unofficial network of managers used a formal HRM practice to successfully counteract the official strategy of the firm, which was to close parts of a production site. As a consequence, this network of middle managers effectively changed top management strategy and did so through official HRM practices, coupled with other actor-network building processes, arguably for the ultimate benefit of the organization, though against the initial views of the top management.The research reported here, may be characterised as a situated study of HRM-in-practice and we draw conclusions which problematize the concept of HRM in contemporary management literature.

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Section: Resultsmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Towards practice-based studies of HRM: an actor-network and communities of practice informed approach

Vickers

Fox

2010

The International Journal of Human Resource Management

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“…A ARH passa a ser importante a partir da década de 80 justamente porque fornece a retórica que dá sustentação às práti-cas congruentes com a economia de livre mercado e globalização. Da mesma maneira que as metáforas lançam luz sobre certos aspectos e deixam outros à sombra (GUEST, 1990;KEENOY, 1990KEENOY, , 1991KEENOY, , 1999MORGAN, 1996), a retórica de ARH pode dar "novo significado, prescrito pelos gestores, a certas situações de trabalho que, dentro de uma perspectiva pluralista, poderiam ser consideradas intragáveis" (Legge, 1995, p. 84). Legge (1995) argumenta que a ARH dá um novo significado ao trabalho e à maneira de relacionamento entre empregados e empregadores.…”

Section: Uma Visão Crítica: a Ambigüidade úTilunclassified

“…Legge (1995) argumenta que a ARH dá um novo significado ao trabalho e à maneira de relacionamento entre empregados e empregadores. A palavra de ordem é a excelência, o empreendedorismo e a idéia de que o profissional controla sua carreira (KEENOY, 1990(KEENOY, , 1999WOOD JR. e PAES DE PAULA, 2002). Tal retórica segundo Keenoy (1991) e Legge (1995), é consoante com os valores de livre mercado, tendo suas origens no "sonho americano" e na cultura empreendedora.…”

Section: Uma Visão Crítica: a Ambigüidade úTilunclassified

“…Na mesma linha, Keenoy (1999) propõe que a ARH não resolve a ambigüida-de da relação entre funcionários e empregadores, mas, antes, dissolve o paradoxo das relações de trabalho contemporâneas. O autor lança mão da metáfora da ARH como holografia: "imagens projetadas que, conforme mudamos nosso campo de visão em relação a tais imagens, parecem ter contornos, profundidade e em alguns casos movimento" (KEENOY, 1999, p. 9).…”

Section: Uma Visão Crítica: a Ambigüidade úTilunclassified

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Doces práticas para matar: demissão e downsizing na perspectiva de demissores e profissionais de recursos humanos

Pliopas¹,

Tonelli²

2007

Organ. Soc.

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RESUMOs empresas diminuem tão freqüentemente sua força de trabalho que é raro, hoje, encontrar alguém que nunca tenha sido demitido. Embora já tenham sido realizados muitos estudos sobre os efeitos da demissão nos demitidos e sobreviventes, chama a atenção que a literatura na área de recursos humanos, de modo geral, não contemple as atividades de gerenciamento das demissões. Fala-se dos quatro pilares da área de recursos humanos: recrutamento, seleção, avaliação de desempenho, desenvolvimento e remuneração, mas o tema da demissão parece estar discretamente omitido. O objetivo deste trabalho é descrever como as práticas de demissão são construídas nas organizações, a partir da perspectiva de demissores e profissionais de recursos humanos. A comunicação desempenha um papel essencial nessa construção já que é necessário indicar um sentido de coerência para o conjunto de ações que cercam todo este processo. A retórica, já descrita por Legge (1995), de que precisamos ser cruéis para amar, descreve a lógica presente na estruturação das práticas organizativas em demissão e downsizing. O artigo mostra, também, como a linguagem utilizada pela área de Recursos Humanos contém uma ambigüidade útil que atende aos interesses organizacionais.ABSTRACT irms downsize their work force so frequently that it is rare to meet someone nowadays who has never been fired. Many studies have been conducted about dismissal effects on layoff victims and survivors, but the literature on HRM does not explore enough the process of dismissal. Issues as recruitment, selection, performance appraisal, development and compensation are always presented but dismissal seems to be omitted. The objective of this work is to describe how the practices of dismissal are constructed on the organization, from the perspective of agents of dismissal and human resources managers. During this process, communication represents an essential role since it's necessary to construct coherent meanings to actions. As showed by Legge, 1995, rhetoric of tough love describes the logic of the organization's practices of dismissal and downsizing. The article also shows how the language proposed by the Human Resources has a useful ambiguity which attends the interests of the organizations.

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HRMand Ethics

Greenwood

2015

Wiley Encyclopedia of Management

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Human resource management (HRM) – as a field of research, study, and practice – has been immersed in ethical issues from its inception. By its very nature, the management of humans as resources raises ethical considerations. Surprisingly, ethical analyses of HRM have been limited in scope and prominence. Traditionally, ethical examinations of HRM have tended to focus at the microlevel: justice‐based principles of fairness and equity have been applied to specific HRM practices (e.g., recruitment and remuneration) and rights‐based principles have been considered with respect to employment issues (e.g., privacy and whistle‐blowing). In contrast, attempts at macrolevel ethical analyses of HRM have developed critiques of “soft” and “hard” HRM and advanced a pragmatic pluralist approach using stakeholder theory. More recently, internationalization of labor markets, shifts in employment (and concomitant employee experiences), and the prevalence of strategic human resource management ( SHRM ) have brought about a rejuvenation of interest in the ethical analysis of HRM. Future research is likely to focus on the experiences of HR practitioners; the role, meaning, and position of HR in the organization; the relationship between HRM and local/global society; and the interplay among these.

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HRM as Hologram: A Polemic

Cited by 144 publications

References 18 publications

Towards practice-based studies of HRM: an actor-network and communities of practice informed approach

Towards practice-based studies of HRM: an actor-network and communities of practice informed approach

Doces práticas para matar: demissão e downsizing na perspectiva de demissores e profissionais de recursos humanos

HRMand Ethics

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