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Practitioner talk: the changing textscape of HRM and emergence of HR business partnership (2010)
Journal Article
Keegan, A., & Francis, H. (2010). Practitioner talk: the changing textscape of HRM and emergence of HR business partnership. International Journal of Human Resource Management, 21, 873-898. https://doi.org/10.1080/09585191003729341

It has been evident for some time in mainstream HRM writing, that HR work is largely framed as a business issue, accelerated by new developments in technology and increasing pressures being placed on the function to enhance its contribution to the or... Read More about Practitioner talk: the changing textscape of HRM and emergence of HR business partnership.

Fostering an action‐reflection dynamic amongst student practitioners (2008)
Journal Article
Francis, H., & Cowan, J. (2008). Fostering an action‐reflection dynamic amongst student practitioners. Journal of European industrial training, 32(5), 336-346. https://doi.org/10.1108/03090590810877067

Purpose – This paper seeks to explore changes taking place in a curriculum design for postgraduate teaching in personnel and development, aimed at enhancing lifelong learning. A scheme is described which aims to improve the alignment for professional... Read More about Fostering an action‐reflection dynamic amongst student practitioners.

The changing face of HR: in search of balance. (2006)
Journal Article
Francis, H., & Keegan, A. (2006). The changing face of HR: in search of balance. Human Resource Management Journal, 16, 231-249. https://doi.org/10.1111/j.1748-8583.2006.00016.x

Current models of HRM suggest that expectations about HR roles are changing as organisations are striving to make the HR function leaner and more `strategic'. In our article we explore the changing roles of HRM as they are perceived by different stak... Read More about The changing face of HR: in search of balance..

Tuning into tensions at times of change: The experiences of line and HR managers in a contract catering firm (2005)
Journal Article
D'Annunzio-Green, N., & Francis, H. (2005). Tuning into tensions at times of change: The experiences of line and HR managers in a contract catering firm. International Journal of Contemporary Hospitality Management, 17(4), 345-358. https://doi.org/10.1108

The purpose of this paper is to present case study evidence of how managers in a contract catering firm made sense of an organisational change initiative that encouraged them to become self-sufficient and display "entrepreneurial" behaviours in an en... Read More about Tuning into tensions at times of change: The experiences of line and HR managers in a contract catering firm.

HRM and the pursuit of a service culture: Managerial encounters with competing discourses (2005)
Journal Article
Francis, H., & D'Annunzio-Green, N. (2005). HRM and the pursuit of a service culture: Managerial encounters with competing discourses. Employee Relations, 27(1), 71-85. https://doi.org/10.1108/01425450510569319

Aims to draw attention to how managers actively re-construct inherent contradictions characterising the employment relationship that in the service sector, are rooted in drives for increased efficiency and customer-oriented behaviours. Design/methodo... Read More about HRM and the pursuit of a service culture: Managerial encounters with competing discourses.

A processual analysis of HRM-based change. (2003)
Journal Article
Francis, H., & Sinclair, J. (2003). A processual analysis of HRM-based change. Organization, 10(4), 685-706. https://doi.org/10.1177/13505084030104004

This article examines the emergence and development of HRM-based change within two private sector manufacturing organizations. We draw upon discourse theory to open up fresh insights into the uncertain and complex nature of organizational change, spe... Read More about A processual analysis of HRM-based change..

Teamworking and change: managing the contradictions (2003)
Journal Article
Francis, H. (2003). Teamworking and change: managing the contradictions. Human Resource Management Journal, 13(3), 71-90. https://doi.org/10.1111/j.1748-8583.2003.tb00099.x

Current models of HRM suggest that expectations about HR roles are changing as organisations are striving to make the HR function leaner and more ‘strategic’. In our article we explore the changing roles of HRM as they are perceived by different stak... Read More about Teamworking and change: managing the contradictions.

HRM and the beginnings of organizational change (2003)
Journal Article
Francis, H. (2003). HRM and the beginnings of organizational change. Journal of Organizational Change Management, 16(3), 309-327. https://doi.org/10.1108/09534810310475541

This paper presents a discourse-analytic approach to the study of human resource management (HRM) and organisational change, which is more sensitive than conventional research designs to the dynamic role of language in shaping processes of change. Th... Read More about HRM and the beginnings of organizational change.