Teamworking and change: managing the contradictions

Francis, Helen

Abstract

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 stakeholder groups within the HR profession through the medium of a study examining the diffusion of the concept of ‘the thinking performer’ launched by the Chartered Institute of Personnel and Development in 2002. We explain how the concept of business partnering dominates respondents' talk about HR policy and practice and raise questions about the impact of this in terms of HRM's relationship with employees, employee well-being and the career paths of HR professionals. We argue that the profession needs to reflect seriously on the consequences of a dominant business/strategic partner framing of HR work, which fails to address the duality that has historically always been inherent in HR practice. We conclude that there is a need for a more balanced HR agenda addressing human and economic concerns in current and future models of HRM.

Citation

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

• Journal Article Type: Article
• Publication Date: 2003-07
• Deposit Date: Feb 12, 2008
• Print ISSN: 0954-5395
• Electronic ISSN: 1748-8583
• Publisher: Wiley
• Peer Reviewed: Peer Reviewed
• Volume: 13
• Issue: 3
• Pages: 71-90
• DOI: https://doi.org/10.1111/j.1748-8583.2003.tb00099.x
• Keywords: teamworking; managing change; HRM; organizational behaviour
• Public URL: http://researchrepository.napier.ac.uk/id/eprint/2070
• Publisher URL: http://dx.doi.org/10.1111/j.1748-8583.2003.tb00099.x