The impact of human resource management practices on managerial work: Institutional constraints, strategic actions and organizational outcomes

John Hassard, Jonathan Morris

Research output: Contribution to journalArticlepeer-review

Abstract

The paper asks what have been the main consequences for managerial work arising from changes to human resource management (HRM) practices during an era of neoliberal corporate restructuring. We answer this by making two contributions: (a) theorising a range of HRM and organizational practices emerging in different socio-economic contexts, and (b) presenting qualitative empirical evidence on changes to managerial work associated with these practices across economies. For the former we analyse divergent and convergent human resources trends in relation to national contexts, drawing on wider debates into Varieties of Capitalism (VoC). For the latter, we examine implications for HRM and managerial work arising from firms introducing new organizational forms in Japan, UK, US, and Brazil. Contending that HRM practices have commonly been researched within a contextual vacuum, we develop a position that moves ‘beyond the enterprise’ to explain HRM in ways situated within wider organizational, economic and political domains.
Original languageEnglish
JournalEconomic and Industrial Democracy
Publication statusAccepted/In press - 10 Jun 2021

Keywords

  • Comparative management, HRM practices, Japan, neo-institutionalism, organizational forms, Varieties of Capitalism

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