دانلود رایگان مقاله انگلیسی مدیریت منابع انسانی استراتژیک: نقد مبتنی بر قدرت - امرالد 2017

ABSTRACT

Purpose -- By undertaking a detailed review of the Strategic Human Resource Management (SHRM) discourse, this article serves to uncover and explicate the power differentials embedded in the social structure of organizations and suggests ways to reconcile them. Design/methodology/approach – Methods used are thematic review, content analysis, and inductive theorizing, with Foucault’s archaeological and genealogical analysis style as the overarching framework. Findings – At the methodological level, we demonstrate the application of Foucault’s twin methods: archaeological and genealogical analysis. At the Substantive level, we have two contributions. First, we critique and analyze the various themes of power that emerge from the SHRM discourse as well as the hybridized overlaps of SHRM with other organization studies topics of interest such as organizational learning, network studies, control and postmodernism. Second, we propose a ‘Power’ theory based nomothetic, typological synthesis for crafting the business-facing Human Resource (HR) function. The power lens manifests as the meta-theory to guide a much required streamlining of constructs and ‘value laden’ synthesis of the literature. Research limitations/implications – The potential of Critical theory in crafting situated and context-sensitive research propositions is demonstrated. Practical implications – Organizational strategists and human resource managers can utilize the proposed typology to better understand their current ideological positions and decide future aspired images. Originality/value – This is a conversation between two paradigms, SHRM and Power theory, that are epistemologically at two opposite poles.

6. DISCUSSION

The over-riding concern of the Power Discourse in this paper, is composed of two facets. As opposed to the HR architecture and other typologies discussed in our thematic review in the first half of the paper, we show how the power orientationattempts to dissect the employee pool and the corresponding HR functions into carefully engineered silos to optimize the savings to the bottom line and over time breeds and conflates the problems of inequity among different power factions that develop within the organization. In the second half of the paper, we strive to address this very problem by first identifying the course that such power differentials may take, conceptualizing their extant shape and quantum and thence pre-emptively suggesting the less and the more viable alternatives that may be possible to adopt in each such scenarios. In enabling organizations and their current and prospective employees to craft this discourse, the ‘power lens’ gives a more forward-looking tool and in the process, facilitates ‘empowerment’ (Conger and Kanungo, 1988; Humborstad, 2014) of both sets of parties. We believe that as social inequities between big corporations and other societal stakeholders become more acute, adoption of this lens will be an increasingly inevitable policy circumstance.