HRM and the beginnings of organizational change

HRM and the beginnings of organizational change 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. The prevailing positivism within business and management research is noted, in which language is treated as unproblematic; it simply mirrors or represents an objective “reality” that can be measured in some way. In contrast, discourse‐based studies accept that language is not simply reflective of reality, but is significant in constituting reality. The paper moves on to examine the potential of discourse‐based studies to offer fresh insights into the role of HRM in producing change. Drawing on the work of Ford and Ford, change is treated as a “shift in conversation” and case‐study evidence is presented of the surfacing of a change initiative within a large UK manufacturing firm. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Organizational Change Management Emerald Publishing

HRM and the beginnings of organizational change

Journal of Organizational Change Management, Volume 16 (3): 19 – Jun 1, 2003

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Publisher
Emerald Publishing
Copyright
Copyright © 2003 MCB UP Ltd. All rights reserved.
ISSN
0953-4814
DOI
10.1108/09534810310475541
Publisher site
See Article on Publisher Site

Abstract

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. The prevailing positivism within business and management research is noted, in which language is treated as unproblematic; it simply mirrors or represents an objective “reality” that can be measured in some way. In contrast, discourse‐based studies accept that language is not simply reflective of reality, but is significant in constituting reality. The paper moves on to examine the potential of discourse‐based studies to offer fresh insights into the role of HRM in producing change. Drawing on the work of Ford and Ford, change is treated as a “shift in conversation” and case‐study evidence is presented of the surfacing of a change initiative within a large UK manufacturing firm.

Journal

Journal of Organizational Change ManagementEmerald Publishing

Published: Jun 1, 2003

Keywords: Human resource management; Organizational change; Communication; Teamworking

References

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