Abstract
This paper is an ethnographic study of HRM professionals who were engaged in organizational-change projects that conflicted with each other. I explore tensions that arose for HRM professionals when they were required to simultaneously attend to multiple projects—both short-term change projects and long-term strategic-change projects. Applying a practice-theory lens, this paper helps us better understand how HRM professionals make change happen. This paper looks at change management from the view of HRM professionals to investigate the resourcing practices they use to work through short-term–long-term-tensions that arise under conditions of resource scarcity. The first contribution is extending our knowledge of the HRM profession by identifying resourcing practices to deal with tensions during change-management projects. In investigating these conflicts, I identify three resourcing strategies that HRM professionals use to navigate and work through these tensions - situational reframing, organizational preframing and institutional deframing. The second contribution is adding to the HRM-as-practice literature by helping to bridge HRM practices with HRM practitioners (in this paper: professionals) and HRM praxis. By highlighting the everyday practices that HRM professionals engage in, I add to a better understanding of the intersecting elements and the situated social activities enabling HRM praxis. In doing so, I add to a more practice-oriented approach of HRM research with an increased focus on actors and their agency.
Published Version
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