Journal of Organizational Change Management - Volume 16 Issue 3 (2003) - Special Issue: HRM and Organizational Change: All's Well That Ends Well or Much Ado About Nothing?

112 Pages·1965·0.48 MB·English

by  Yvonne W.M. Benschop and Jeanie M. Forray

Journal of ISSN 0953-4814
Organizational Change Volume 16
Number 3
2003
Management
HRM and organizational change: all’s well that ends well or
much ado about nothing?
Guest Editors
Yvonne W.M. Benschop and Jeanie M. Forray
Access this journal online__________________________ 246
CONTENTS
Editorial advisory board ___________________________ 247
Abstracts and keywords ___________________________ 248
Editorial __________________________________________ 250
Starting the HR and change conversation with history
John R.Ogilvie andDianaStork___________________________________ 254
HRM and organizational change: an emotional
endeavor
Hans Doorewaard andYvonneBenschop____________________________ 272
Subcultures and employment modes: translating HR
strategy into practice
JenniferPalthe andEllen Ernst Kossek______________________________ 287
HRM and the beginnings of organizational change
Helen Francis __________________________________________________ 309
Increasing diversity as an HRM change strategy
Ellen Ernst Kossek,Karen S.Markel andPatrick P.McHugh ___________ 328
Book review_______________________________________ 353
Conference announcement _________________________ 356
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EDITORIALADVISORYBOARD Editorial
JamesBarker ArzuIseri advisory board
HQUSAFA/DFM BogaziciUniversity,Turkey
ColoradoSprings,USA DavidJamieson
DavidBarry PepperdineUniversity,USA
UniversityofAuckland,NewZealand CampbellJones
JeanBartunek ManagementCentre,UniversityofLeicester,UK
BostonCollege,USA DavidKnights 247
DominiqueBesson KeeleUniversity,UK
IAEdeLille,France TerenceKrell
StevenBest RockIsland,Illinois,USA
UniversityofTexas-ElPaso,USA HugoLetiche
MichaelBokeno UniversityforHumanistStudies,Utrecht,
MurrayStateUniversity,Kentucky,USA TheNetherlands
MaryBoyce BenyaminLichtenstein
UniversityofRedlands,USA UniversityofHartford,Connecticut,USA
WarnerBurke StephenA.Linstead
ColumbiaUniversity,USA UniversityofSunderland,UK
AdrianCarr SlawekMagala
UniversityofWesternSydney-Nepean,Australia ErasmusUniversity,TheNetherlands
StewartClegg RickieMoore
UniversityofTechnology(Sydney),Australia E.M.Lyon,France
DavidCollins KenMurrell
UniversityofEssex,UK UniversityofWestFlorida,USA
CaryCooper EricNielsen
ManchesterSchoolofManagement,UMIST,UK CaseWesternReserveUniversity,USA
AnnL.Cunliffe WalterNord
CaliforniaStateUniversity,Hayward,USA UniversityofSouthFlorida,USA
RobertDennehy EllenO’Connor
PaceUniversity,USA ChronosAssociates,LosAltos,California,USA
EricDent CliffOswick
UniversityofMarylandUniversityCollege, King’sCollege,UniversityofLondon,UK
Adelphi,USA IanPalmer
AlexisDowns UniversityofTechnology(Sydney),Australia
UniversityofCentralOklahoma,USA MichaelPeron
KenEhrensal TheUniversityofParis,Sorbonne,France
KutztownUniversity,USA GavinM.Schwarz
MaxElden UniversityofNewSouthWales,Sydney,Australia
UniversityofHouston,USA AbrahamShani
Andre´ M.Everett CaliforniaPolytechnicStateUniversity,USA
UniversityofOtago,NewZealand RalphStablein
DaleFitzgibbons MasseyUniversity,NewZealand
IllinoisStateUniversity,USA CarolSteiner
JeffreyFord MonashUniversity,Australia
OhioStateUniversity,USA DavidS.Steingard
JeanieM.Forray StJoseph’sUniversity,USA
WesternNewEnglandCollege,USA RamTenkasi
RobertGephart BenedictineUniversity,USA
UniversityofAlberta,Canada TojoJosephThatchenkery
CliveGilson GeorgeMasonUniversity,Fairfax,USA
UniversityofWaikato,NewZealand ChristaWalck
AndyGrimes MichiganTechnologicalUniversity,USA
Lexington,Kentucky,USA RichardWoodman
HeatherHo¨pfl GraduateSchoolofBusiness,TexasA&M JournalofOrganizationalChange
UniversityofNorthumbriaatNewcastle,UK University,USA Management
Vol.16No.3,2003
MariaHumphries p.247
UniversityofWaikato,NewZealand #MCBUPLimited,
0953-4814
JOCM StartingtheHRandchange sensitize HRM to the emotional subroutines
conversationwithhistory entwined in organizational change, and that
16,3
JohnR.OgilvieandDianaStork anempathicandrespectfulapproachtowards
people’sauthenticityshouldbecultivated.
Keywords Organizationalchange,
Humanresources,History,Negotiating
Contemporary questions about human
248
resources (HR) and organizational change Subculturesandemploymentmodes:
reflect historical tensions around whose translatingHRstrategyintopractice
interests HR should represent and its role in JenniferPaltheandEllenErnstKossek
thechangeprocess.HR’srecentstrategicfocus
Keywords Humanresourcedevelopment,
hasbroughtitgreaterlegitimacy;atthesame
Employment,Humanresourcemanagement,
time, voices it represented earlier have been
Culture
muted. This paper provides an historical
contexttotoday’sconversationaboutHRand Past research suggests that most culture
organizational change.Weinterpret theearly change efforts proceed with limited attention
footings of HR – scientific management, to the pluralistic nature of contemporary
welfare work, and vocational guidance– organizations. Wearguethat therelationship
focusing on issues of change for whom, on between organization subcultures and the
whom, and for what purpose. Three implementationofnewHRstrategiesintoHR
subsequent eras, important to the history of practice has not been adequately explored
HR, are also discussed. Throughout, HR’s because of the lack of a comprehensive
approachtochangehasemphasizedefficiency, framework for defining and integrating
stability, and fit. As an alternative to this culture change and the strategic HR
conservativeapproachtochange,wepropose literature.Wereviewtheorganizationculture
a negotiations perspective that would allow and strategic HR literature and present a
HR to build on its history by enacting a role heuristic that serves as a step toward
where different interests can be explored, exemplifying the role of changing
probed,andrealized. employment modes and organizational
subcultures in enabling or constraining the
implementationofHRstrategy.
HRMandorganizationalchange:an
emotionalendeavor
HRMandthebeginningsof
HansDoorewaardandYvonneBenschop
organizationalchange
Keywords Organizationalchange,
HelenFrancis
Employeerelations,
Humanresourcemanagement, Keywords Humanresourcemanagement,
Employeeinvolvement Organizationalchange,Communication,
Teamworking
This paper sketches the outlines of a
differentiated approach towards the This paper presents a discourse-analytic
contribution of HRM to organizational approach to the study of human resource
change. While departing from a critique on management(HRM)andorganisationalchange,
theassumptionsofthehumanresource-based which is more sensitive than conventional
view of the firm, we develop an alternative research designs to the dynamic role of
approach which has been derived from the language in shaping processes of change. The
core elements of the relational theory of prevailing positivism within business and
emotions.Theseelements,whichpertaintothe management research is noted, in which
JournalofOrganizationalChange complexity of human beings, emphasize the language is treated as unproblematic; it
Management
Vol.16No.3,2003 processes and relational characteristics of simply mirrors or represents an objective
Abstractsandkeywords emotions and the hegemonic power base of “reality” that can be measured in some way.
qMCBUPLimited
0953-4814 emotions. We argue that it is necessary to Incontrast,discourse-basedstudiesacceptthat
languageisnotsimplyreflectiveofreality,but common human resource (HR) change Abstracts and
issignificantinconstitutingreality.Thepaper strategy is to increase the diversity of the
keywords
movesontoexaminethepotentialofdiscourse- workforce through hiring over time. This
basedstudiestoofferfreshinsightsintotherole study examined department level consensus
ofHRMinproducing change.Drawingon the and valence regarding an organizational HR
workofFordandFord,changeistreatedasa strategy to shift demography toward greater
“shiftinconversation”andcase-studyevidence diversityinraceandsexcompositionoveran
249
is presented of the surfacing of a change eight-year period. Though the organization
initiativewithinalargeUKmanufacturingfirm. had experienced significant change in
organizational demography: an increase in
theoverallrepresentationofwhitewomen(36
IncreasingdiversityasanHRMchange percent)andminorities(41percent)overtime;
strategy work group members in units with the
greatestchangedidnotnecessarilyagreenor
EllenErnstKossek,KarenS.Markeland
hold positive perceptions regarding these HR
PatrickP.McHugh
changes.TheresultsshowthatHRstrategies
Keywords Humanresourcemanagement, that focus on structural change without
Diversity,Changemanagement working to develop supportive group norms
In order to manage strategic demographic and positive climate may be inadequate
change in economic and labor markets, a changestrategies.
JOCM Editorial
16,3
About the Guest Editors Yvonne W.M. Benschop is Associate Professor of Gender and
CultureattheNijmegenSchoolofManagement,UniversityofNijmegen,TheNetherlands.She
250 receivedherPhDinPolicySciencesfromtheUniversityofNijmegenin1996.Herpublicationsin
EnglishincludearticlesinOrganizationStudies,TheInternational JournalofHumanResource
Management, and Gender, Work and Organization. Her current interests include influences of
diversity on organizational practices and gender mainstreaming in HRM. She serves on the
EditorialReviewBoardoftheDutchJournalofGenderStudies.
Jeanie M. Forray is Assistant Professor of Management at Western New England College,
Springfield, Massachusetts. She received her PhD in Management from the University of
Massachusetts, Amherst, in 1998. Her recent work has appeared in Organization and
Organization Studies. She is currently Editor-in-Chief of Organization Management Journal,
serves on the Editorial Review Board of Journal of Organizational Change Management and
Gender, Work and Organization, and is a member of the Board of Directors for the
Organizational Behavior Teaching Society. Her current interests include interpretive research
methodsinHRM,organizationaljustice,andmanagementeducationanddevelopment.
1. Considering HR and organizational change: all’s well that ends
well or much ado about nothing?
Serendipity, defined as the “faculty of making fortunate discoveries by
accident” (American Heritage Dictionary, 2000), is a word first credited to the
English author, Horace Walpole. In 1754, Walpole wrote that the term was
takenfromtheoldnameforSriLanka,Serendip,andwaspartofthetitleofa
Persian fairy tale, “The three princes of Serendip”, in which “... as their
highnesses traveled, they were always making discoveries, by accidents and
sagacity, of things which they were not in quest of”. This quality in life, the
“stumbling on” opportune circumstance, receives little notice in the
organizational change literature – but that does not mean that it is not a
part of organizational experience.
Serendipity is a singularly apt descriptor for the way we view the
developmentofthisspecialissueofJOCM.JeaniemetDavidBojein1992,atthe
OBTCconferenceinCalgary,Canada.In1995,Yvonnefinishedherdissertation
attheUniversityofNijmegenandtraveledtotheUniversityofMassachusetts,
Amherst,tostudywithLindaSmircichandMartaCala´s.ThereshemetJeanie,
a student in the organization studies doctoral program. At the 1999 Academy
of Management meeting, David invited Jeanie to join the editorial board of
JOCMandtheydiscussedpossibilitiesforaspecialissueofthejournal.Ayear
later,in2000,YvonneandJeaniereconnectedthroughtheGenderandDiversity
in Organizations Division when they both joined the executive committee.
JournalofOrganizationalChange During that year’s presidential luncheon (which they did not attend), they
Management
Vol.16No.3,2003 discussedhumanresourcemanagement(HRM)andorganizationalchangeasa
pp.250-253
qMCBUPLimited possible theme for a JOCM special issue. With David’s enthusiastic support,
0953-4814 this issue was born.
DOI10.1108/09534810310475505
Why HRM and organizational change? We both believe that this Editorial
relationship, ubiquitous in organizational life, could use significantly more
attention. Much of the work on change involves identifying the means for
implementing organizational change efforts while including human resources
(HR) as an instrumental element of relevance to a firm’s success or failure in
change programs. Or, alternatively, the change literature takes a processual 251
approachinwhichHRarebutoneofmanyfactorstobeconsidered.IntheHR
literature, more recent work focuses on the strategic importance of HR,
embracinga“humanresource-basedviewofthefirm”,thatallegedlyprovides
HR with enhanced status. However, while the implication is that HR is thus
crucial to successful organizational change, this relationship has been under
theorized, researched, and critiqued. We also hope to provide JOCM readers
with an enhanced understanding of HRM beyond the naive and simplistic
“human resources as assets” viewpoint.
Tous,eachofthesecurrentapproachesfailstoexploreexplicitlyandinany
depth the relationship between HRM and change. We are skeptical about the
central role of HR in organizational change. Further, we both share a concern
withthecontemporaryemphasisinHRon“manageable”employees.Thus,the
sub-themeofthisissue,“All’swellthatendswellormuchadoaboutnothing?”
represents the ambivalence of our position. Change management and HRM
imply a focus on control and regulation that does not always sit well with the
messy reality of employees involved in processes and practices of
organizational change. The emphasis on instrumental concerns in HR seems
toonarrowandtooexclusivetocapturethefullrichnessandcomplexityofthe
change experience in organizational life. It is our intention to expand the
possibilities so as to contribute to more meaningful and representative
depictions of the relationship between HR and change.
In our “Call for papers”, we offered space for examining the influence and
relevance of HRM on organizational change efforts. We hoped to look both
backward and forward in examining the interrelations between HR and
organizational change from a wide variety of perspectives. Authors were
encouraged to conceptualize HR broadly, either as a set of institutional
practicesorasaneverydayprofessionalactivity,andcoulddrawonarangeof
critical or affirmative positions from modern as well as post-modern
perspectives. While some authors responded to these interests, we were
surprisedtofindthatmanyauthorsviewedour“Call”asadesireforworkthat
justified HR’s role in planned change programs. Still others, it seems, did not
feel that their critical stance was as invited as we had intended. What we
learned from this experience is that the vocabularies of HR, organizational
change, and critical management studies do not always provide clear
opportunities for theorizing or research between these realms. That said, we
believe this special issue includes studies that take up the question of HR and
JOCM organizational change in a number of different ways and from a number of
16,3 different positions.
Thefirstthreepapersinthisissueconsidercurrentconceptualframeworks
withinHRandofferalternativewaysoftheorizingtherelationshipbetweenHR
and change. John R. Ogilvie and Diana Stork offer an overview of HR’s
historical roots in order to provide context for the contemporary conversation
252
aboutHRandorganizationalchange.Theythenusethishistorytosuggestthat
HR’s approach to change has been conservative and they suggest a more
complex approach, that of negotiation, that allows different interests to be
represented in the change process.
HansDoorewaardand YvonneBenschop critique the HR-basedview of the
firm for its utilitarian and instrumental approach to change. Based on the
relational theory of emotions, they argue that HRM needs to be sensitive to
emotionalsub-routines entangledinorganizationalchangeinordertodevelop
a sense of empathy and respect for people’s authenticity.
In the third paper, by Jennifer Palthe and Ellen Ernst Kossek, the authors
review various strategic HRM theories and their treatment of organizational
culture.Fromthis,theyproposeanintegrationofHRMstrategies,employment
modes, organizational sub-cultures, and HR practices, arguing that previous
strategic human resource management (SHRM) theorizing has tended to
underestimate the role of organizational sub-systems in constraining or
enabling change within the HR domain. They suggest a more complex
framework provides an approach better geared to the pluralistic nature of
contemporary organizations.
Thelasttwopapersbothpresentempiricalworkconcerningtherelationship
between HRM and organizational change. In the fourth paper, Helen Francis
focuses on the dynamic role of language in shaping processes of change. She
draws on Ford and Ford’s conceptualization of organizational change as
“shiftingconversations”,andprovidesadiscourseanalysisoftheearlystages
of an organizational change project within a large UK manufacturing firm. In
so doing, she explores the nature of power and control in change and
illuminates the importance of HRM in producing conversations of change.
In the final paper, Ellen Ernst Kossek, Karen S. Markel, and Patrick
P.McHugh,examineacomponentofHRM,themanagementofdiversity,asan
organizationalchangestrategy.Theirstudyfocusesonthelevelsofconsensus
and support for diversity initiatives in work groups, and the extent to which
diversity strategies are impacted by these perceptions. They suggest that
diversity, as an HR change strategy, should focus not only on structural and
demographic attributes but also characteristics reflecting values within the
context of specific groups.
Inclosing,wewishtogratefullyacknowledgeourcolleagueswhoreviewed
manuscripts submitted for this issue: Paul Bacdayan, Lynn Bowes-Sperry,
Tony Chelte, Ann Cunliffe, Dafna Eylon, Bill Ferris, Jane Giacobbe-Miller,
Lilian Halsema, Joel Harmon, Peter Hess, Kim Hoque, Maddy Janssens, Paul Editorial
Jansen, Gwen Jones, Laurie Levesque, Deborah Litvin, Jan Kees Looise, Bram
Neuijen, Huub Rue¨l, Rene Schalk, Michiel Schoemaker, Roel Schouteten, Julie
Siciliano, Tjoborn Stjernberg, Cheryl Tromley, Catherine Truss, Marloes Van
Engen, Diana Wong-Meiji, Jill Woodilla, and Lyle Yorks.
Yvonne W.M. Benschop and Jeanie M. Forray 253
Guest Editors
TheEmeraldResearchRegisterforthisjournalisavailableat Thecurrentissueandfulltextarchiveofthisjournalisavailableat
http://www.emeraldinsight.com/researchregister http://www.emeraldinsight.com/0953-4814.htm
JOCM Starting the HR and change
16,3
conversation with history
John R. Ogilvie
254
University of Hartford, Hartford, Connecticut, USA, and
Diana Stork
Received15March2002 Simmons School of Management, Boston, Massachusetts, USA
Revised15September,
27December2002
Accepted2January2003 Keywords Organizationalchange,Humanresources,History,Negotiating
Abstract Contemporary questions about human resources (HR) and organizational change
reflecthistoricaltensionsaroundwhoseinterestsHRshouldrepresentanditsroleinthechange
process.HR’srecentstrategicfocushasbroughtitgreaterlegitimacy;atthesametime,voicesit
represented earlier have been muted. This paper provides an historical context to today’s
conversation about HR and organizational change. We interpret the early footings of HR –
scientificmanagement,welfarework,andvocationalguidance– focusingonissuesofchangefor
whom,onwhom,andforwhatpurpose.Threesubsequenteras,importanttothehistoryofHR,
arealsodiscussed.Throughout,HR’sapproachtochangehasemphasizedefficiency,stability,and
fit.Asanalternativetothisconservativeapproachtochange,weproposeanegotiationsperspective
that would allow HR to build on its history by enacting a role where different interests can be
explored,probed,andrealized.
For morethan 100years, human resource (HR)professionals in the USAhave
been involved in the design and implementation of change. For most of this
time, HR reacted to perceived needs and pressure from stakeholder groups,
both internal and external to the organization. Recently, several authors have
advocated that HR become more visionary, as “champions” of change (Ulrich,
1997) or “transformative” change agents (Caldwell, 2001). Yet, as Caldwell
observes, there are gaps between the rhetoric and reality of HR’s involvement
in change.
ThisspecialissueisdesignedtofocusonHR’sroleinorganizationalchange,
and to explore whether lofty visions or relatively conservative approaches
might characterize the future of HR and change. Before looking ahead, we
believe that an examination of HR’s history will further this discussion. We
proposethatunderstandingthedifferentthreadsandperspectives,fromwhich
contemporary HR emerged, would enrich current discourse. While we
acknowledgethatunderstandingthepastdoesnotanswerquestionsaboutthe
future, it provides context for current conversations.
Another reason for starting this special issue with history is that relatively
JournalofOrganizationalChange recent entrants to the field may never have been exposed to an historical
Management
Vol.16No.3,2003 perspective(Ulrichetal.,1997),andothersmayhaveforgottenthehistorythey
pp.254-271
qMCBUPLimited once knew. Many newer editions of HR textbooks, like DeNisi and Griffin
0953-4814 (2001) and Dessler (2003) no longer even include chapters on HR history.
DOI10.1108/09534810310475514