Great Expectations and Best Intentions? How Paradoxical Tensions Arise in HRM in NPOs

Abstract

Research on human resource management (HRM) in nonprofit organizations (NPOs) has developed largely independently of a paradox approach, despite the conflicting rationales that characterize organizations in pluralistic contexts. To address this research gap, this study examines how paradoxical tensions in HRM arise in NPOs. Findings are presented from an exploratory multiple case study of employees’ perceptions of HRM, work experiences and well-being across eight NPOs providing social services. Bringing both paradox and process- based lenses to bear on HRM research sheds light on not only how paradoxical HRM tensions in employees’ perceptions of the employment relationship and the negative effects of well- intended HR practices arise, but are upheld in NPOs by employees’ expectations and mixed messages in HRM.