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All Outputs (17)

Followers, Communications and Leadership (2020)
Book Chapter
Bratton, J., & Francis, H. (2020). Followers, Communications and Leadership. In J. Bratton (Ed.), Organizational Leadership (289-316). London: SAGE Publications

CHAPTER INTRODUCTION The models we consider in this chapter will advance your understanding of the leadership process by studying the active role of followers in co-creating the leadership relationship. The success or failure of an organization is o... Read More about Followers, Communications and Leadership.

The Ethics of Engagement in an Age of Austerity: A Paradox Perspective (2018)
Journal Article
Francis, H., & Keegan, A. (2020). The Ethics of Engagement in an Age of Austerity: A Paradox Perspective. Journal of Business Ethics, 162(3), 593-607. https://doi.org/10.1007/s10551-018-3976-1

Our contribution in this paper is to highlight the ethical implications of workforce engagement strategies in an age of austerity. Hard or instrumentalist approaches to workforce engagement create the potential for situations where engaged employees... Read More about The Ethics of Engagement in an Age of Austerity: A Paradox Perspective.

HR transformation within the hotel industry: building capacity for change (2018)
Journal Article
Francis, H., & Baum, T. (2018). HR transformation within the hotel industry: building capacity for change. Worldwide Hospitality and Tourism Themes, 10(1), 86-100. https://doi.org/10.1108/whatt-10-2017-0064

Purpose – This study aims to identify recent trends in the strategic repositioning of the human resources (HR) function within the hotel industry, and to explore challenges facing HR professionals as they engage in strategies to develop talent and or... Read More about HR transformation within the hotel industry: building capacity for change.

In search of the critical in the concept of engagement: Implications for HRD professionals. (2014)
Digital Artefact
Ramdhony, A., & Francis, H. (2014). In search of the critical in the concept of engagement: Implications for HRD professionals. [Forum entry]

This paper elucidates the connections between the evolving concepts of Critical HRD (CHRD) and engagement to consider their implications for HRD professionals. To do this, we begin with a critical analysis of the evolution of CHRD since its emergence... Read More about In search of the critical in the concept of engagement: Implications for HRD professionals..

E-HR and international HRM: a critical perspective on the discursive framing of e-HR (2014)
Journal Article
Francis, H., Parkes, C., & Reddington, M. (2014). E-HR and international HRM: a critical perspective on the discursive framing of e-HR. International Journal of Human Resource Management, 25(10), 1327-1350. https://doi.org/10.1080/09585192.2013.870309

In the current global economic climate, International HRM is facing unprecedented pressure to become more innovative, effective and efficient. New discourses are emerging around the application of information technology, with ‘e-HR’ (electronic-enabl... Read More about E-HR and international HRM: a critical perspective on the discursive framing of e-HR.

Opening spaces for conversational practice: a conduit for effective engagement strategies and productive working arrangements. (2013)
Journal Article
Francis, H., Ramdhony, A., Reddington, M., & Staines, H. (2013). Opening spaces for conversational practice: a conduit for effective engagement strategies and productive working arrangements. International Journal of Human Resource Management, 24, 2713-2740. https://doi.org/10.1080/09585192.2013.781530

This study develops the concept of dialogic conversational practice (dialogic CP) as a conduit for effective engagement strategies and productive working arrangements. We begin with a critique of High-Involvement-High-Performance HR systems against t... Read More about Opening spaces for conversational practice: a conduit for effective engagement strategies and productive working arrangements..

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..

Human resource development and the psychological contract: Great expectations or false hopes? (2005)
Journal Article
D'Annunzio-Green, N., & Francis, H. (2005). Human resource development and the psychological contract: Great expectations or false hopes?. Human Resource Development International, 8(3), 327-344. https://doi.org/10.1080/13678860500199725

Our paper presents findings of an exploratory study of managers’ experiences of an emotion management leadership programme in a large retail company. Drawing on the concept of the psychological contract, we explore the signalling by the programme of... Read More about Human resource development and the psychological contract: Great expectations or false hopes?.

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/10.1108/09596110510597606

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.

CIPD Accreditation Approval Document
Report
McLean, L., & Francis, H. CIPD Accreditation Approval Document. Edinburgh: Chartered Institute of Personnel and Development

Documentation for Chartered Institute of Personnel and Development approval of MSc Human Resource Management programme. Submitted to CIPD.