Abstract
Social systems theory as developed by Niklas Luhmann is an option for the theoretical foundation of Human Resource Management (HRM). After clarifying the advantages of using a grand (social) theory as the basic theoretical perspective, the roots of this social systems theory – the deterministic view of systems as machines, the open systems approach and non-linear systems theory – are addressed. Based on the view of social systems as autopoietically closed systems, five major contributions to a theoretical foundation of HRM are identified: (1) the conceptualisation of organising and managing human resources as social processes, thus overcoming an individualistic angle; (2) the new importance of individuals as essential element in the system’s environment; (3) the abstention form far reaching or highly unrealistic assumptions about the ‘nature’ of human beings; (4) the interaction between various levels and units of analysis built into the theory which is essential for comprehensive and in-depth analyses of HR phenomena and (5) the openness for additional theories for which social systems theory provides the overall framework.
Highlights
Critics frequently diagnose a lack of comprehensive theoretical frameworks for human resource management (HRM; see, e.g., Drumm 1995)
Looking at HRM from a ‘grand’ and unified theoretical perspective has a number of advantages for theory building as well as organisational practice
With its historical roots in practices and tools, HRM has to rely on other sciences for a theoretical foundation
Summary
Critics frequently diagnose a lack of comprehensive theoretical frameworks for human resource management (HRM; see, e.g., Drumm 1995). With its historical roots in practices and tools, HRM has to rely on other sciences for a theoretical foundation It enriches the HRM-discussion if well established concepts from a different scientific field are applied to HRM. A grand theory helps building practical decisions on sound assumptions about crucial elements within the myriad of practical elements that practitioners face It allows practitioners more than an educated guess about the outcome of practical decisions since such theories at least roughly outline the link between crucial elements (‘variables’). Beyond that, such grand theories offer a basic view of organisational reality. They help to answer the basic questions managers face when encountering the irritating mess called daily organisational life: What goes on, how can I differentiate between important and less important factors and what happens if ....? Only in answering these questions you can follow the dictum ‘know what you are doing’ (Weick 1969) which contributes to more reflected and better practice
Sign-in/Register to view highlights & summary Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
