The Global South and Critical HRM

Jayawardena, Dhammika

doi:10.4324/9781003102434-7

Cited by 1 publication

(3 citation statements)

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“…It emerged as an American dream – as a package of solutions in the 1980s for the issues in managing people with which Western corporations were struggling. Therefore, it seems that the neoliberal reforms of the Reagan–Thatcher era and the volatile global market condition in the 1980s were the raisons d’etre for the emergence of HRM in the West (Guest, 1987, 1990; Jayawardena, 2021; Langbert and Friedman, 2002; Legge, 1995/2005; Walton, 1985).…”

Section: Human Resource Management As a Plurivocal Discoursementioning

confidence: 99%

“…Yet, such identities of HRM – the becoming of the phenomenon – were unable to prevent the corporatists’ as well as (some mainstream) scholars’ attempt to make HRM good and solid. Instead, the HRM project in Western corporations has been promoted as a “universal panacea” capable of fixing the current and potential problems of managing people across the Global North and South (Jayawardena, 2021).…”

Section: Human Resource Management As a Plurivocal Discoursementioning

confidence: 99%

“…Consequently, HRM was able to supplement the personnel management tradition and other “indigenous/local” apparatuses of (people) management in the South (Azolukwam and Perkins, 2009; Budhwar and Varma, 2011; Debrah, 2004; Ghebregiorgis and Karsten, 2007; Jayawardena, 2014; Kamoche and Newenham–Kahindi, 2012; Muuka and Mwenda, 2004; Perez Arrau et al , 2012). Yet, this supplement process was not like what happened in the management of people in Western corporations in the 1980s (Guest, 1990; Jayawardena, 2021; Walton, 1985). On the contrary, as detailed in the following section, it was wrought by the colonial legacy as well as the neoliberalisation of the South.…”

Section: Two Histories and Presence Of Human Resource Management In T...mentioning

confidence: 99%

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The Third Space, mimics and ambivalence of HRM in the Global South: a postcolonial reading

Jayawardena

2022

CPOIB

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Purpose This paper aims to accomplish two purposes: firstly, it revisits the “positional identity” – the ambivalent-hybrid disposition – of human resource management (HRM) in the (postcolonial) Global South. Secondly, it seeks to reframe the role of Southern agents of the epistemic community of HRM, particularly human resource (HR) managers, in managing people in the South. Design/methodology/approach This paper takes inspiration from the postcolonial theory of Homi Bhabha, his notions of hybridity, the Third Space and colonial positionality, to revisit the positional identity of HRM and to reframe the role of HR managers in the South. Findings In postcolonial Southern organisations, HR managers play a dual role – as “mimics” and “bastards” of Western discourses of HRM. The dual role tends to put the managers in Southern organisations in a “double–bind”. Research limitations/implications This paper helps in the understanding of the role of HRM as well as HR managers in Southern organisations regarding the (post-)colonial legacy of the South. Originality/value This paper provides new insights into the identity of HRM in the Global South beyond the dualistic understanding of HR practices, such as convergence–divergence and the mere form of crossvergence. It argues that hybridisation of HRM in Southern organisations takes place in the form of (post-)colonial hybridity.

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