Accessibility navigation


HR transformation or path dependent rigidity?

Glaister, A. J. and Parkinson, A. (2013) HR transformation or path dependent rigidity? In: British Academy of Management (September 2013), 10th - 12th Sep 2013, Liverpool.

[img] Text (HR Transformation) - Accepted Version
· Restricted to Repository staff only
· The Copyright of this document has not been checked yet. This may affect its availability.

374kB

It is advisable to refer to the publisher's version if you intend to cite from this work. See Guidance on citing.

Abstract/Summary

This paper uses path dependence theory to examine the success of HR transformation measures including shared service centres, e-HR and HR outsourcing. Despite an embrace of these measures, the HR function remains locked-in, unable to shake free from its historically administrative roots. HR transformations themselves involve significant change and these responses conform towards a self-reinforcing process creating nothing more than a predefined response and outcome. The process orientation of path dependence highlights the factors that contribute to HR function lock-in and the ever-shifting HR identity and remit, their impact on senior manager perceptions and HR competencies appear to play a key role in this, confirming that lock-in is heavily dependent upon cognition, resources and organisational and professional norms. The paper contributes to the theoretical underpinnings of HRM and suggests that the process-outcome approach of path dependent theory is more likely to contribute to HR practice as well as HR theory.

Item Type:Conference or Workshop Item (Paper)
Refereed:Yes
Divisions:Henley Business School > Leadership, Organisations and Behaviour
ID Code:34353
Uncontrolled Keywords:path dependence, HR transformation, HR function, e-HRM, HR shared services, HR outsourcing

University Staff: Request a correction | Centaur Editors: Update this record

Page navigation