Handling tensions in human resource management: Insights from paradox theory

Abstract

We have two aims in this article. Our first aim is conceptual where we enrich tensions-focused human resource management (HRM) research with insights from paradox theory. The second aim is to provide guidance for how HR practitioners can handle tensions that never go away. We focus on HR practitioners because they play leading roles in managing employment practices and designing intended HRM practices. We elaborate on the issue of handling tensions and apply a set of response strategies suggested by paradox theory, including suppressing, opposing, splitting and adjusting. Finally, we illustrate these response strategies and their consequences using an example of hiring practices.