hrm in project based organizations, networks and platforms
TRANSCRIPT
HRM in Project Based Organizations, Networks and Platforms
New Theoretical Perspectives
NEON 2019, Lillehammer
Anne KeeganUniversity College Dublin
©Professor Anne Keegan, UCD 1
Outline
Progress in HRM Research
Projects, Networks and
Platforms
New Theoretical
Perspectives
©Professor Anne Keegan, UCD 2
Source: Adapted from Huselid (1995) Source: Adapted from Alfes et al. (2013)
Source: Adapted from Den Hartog et al. (2013)
©Professor Anne Keegan, UCD 3
Alignment in Strong HRM Systems Organizational HR and Employment Relationships
I
PE
HR Professionals Intending…
Line Managers Enacting… Employees Perceiving…
Key
I Intending
E Enacting
P Perceiving
©Professor Anne Keegan, UCD 4
Bredin and Soderlund, 2011 Keegan, Huemann and Turner, 2012; Keegan and Den Hartog, 2019
Meijerink and Keegan, 2019Keegan, Huemann and Turner, 2012; Keegan and Den Hartog, 2019Swart and Kinnie, 2019; Manning, 2017; Flyvbjerg, 2014
©Professor Anne Keegan, UCD 5
New Theoretical Perspectives for HRM (1)Institutional Theory
• Institutional Logics– “The socially constructed, historical patterns of material practices,
assumptions, values, beliefs, and rules by which individuals produce and reproduce their material subsistence, organize time and space, and provide meaning to their social reality” (Thornton & Ocasio, 1999: 804)
• Managing HRM in projects, networks and platforms - across boundaries and with different categories of workers - creates institutional complexity
• Institutional theory offers researchers of HRM (Lewis, Cardy and Huang, 2019) in projects, networks and platforms a perspective to accommodate complexity, multilevel dynamics, and particularly agency (Greenwood et al, 2010)
©Professor Anne Keegan, UCD 6
Online Labour Platforms:HRM, Institutional Logics and Institutional Complexity
(Adapted from: Meijerink and Keegan, 2019; Meijerink, Keegan and Bondarouk, 2019)
©Professor Anne Keegan, UCD 7
New Theoretical Perspectives (2)Paradox Theory
• Paradox theory (Smith and Lewis, 2011; Putnam et al, 2016) and HRM (Aust et al, 2015; Keegan et al, 2018)
• Focus on tensions between contradictory HR goals, aims and roles in projects, networks an platforms
• Paradox theory offers researchers of HRM in projects, networks and platforms a perspective to accommodate tensions and examine how actors respond to them, with what outcomes.
©Professor Anne Keegan, UCD 8
New Theoretical Perspectives for HRM (2)Paradox Theory
©Professor Anne Keegan, UCD 9
Further Reading• Meijerink, J. and Keegan, A. , 2019. Conceptualizing human resource management in the gig
economy: Toward a platform ecosystem perspective. Journal of Managerial Psychology, Vol. 34 No. 4, pp. 214-232. https://doi.org/10.1108/JMP-07-2018-0277
• Keegan, A. and Den Hartog, D., 2019. Doing it for themselves? P erformance appraisal in project-based organisations, the role of employees, and challenges to theory. Human Resource Management Journal, 29(2), pp.217-237.
• Aust, I., Brandl, J. and Keegan, A., 2015. State-of-the-art and future directions for HRM from a paradox perspective: Introduction to the Special Issue. German Journal of Human Resource Management, 29(3-4), pp.194-213.
• Keegan, A., Bitterling, I., Sylva, H. and Hoeksema, L., 2018. Organizing the HRM function: Responses to paradoxes, variety, and dynamism. Human Resource Management, 57(5), pp.1111-1126.
• Keegan, A., Huemann, M. and Turner, J.R., 2012. Beyond the line: exploring the HRM responsibilities of line managers, project managers and the HRM department in four project-oriented companies in the Netherlands, Austria, the UK and the USA. The International Journal of Human Resource Management, 23(15), pp.3085-3104.
©Professor Anne Keegan, UCD 10
