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Human Resource Management

Managing the human

HRM research has historically either been focused on the way HRM directly contributes to company profit and short-term organizational goal achievement (so-called Hard HRM), or on how HRM could contribute to creating long-term collaborative regimes (so-called Soft HRM) that develop the quality of working life and the long-term viability of the organization. In other words, HRM practices have traditionally departed from a managerial perspective, which leaves out other stakeholder interests than the management or owners.

Closing the HRM scholar-practitioner gap: Turning to the aesthetic experience in human resource selection

Introduction*

This study seeks to challenge the way HR professionals and scholars think about HR selection, seeking to address the current gap between theory and the way HR practitioners practice employee selection. This links to the broader debate on managing the human, as human skills consist of more than that which can be measured through tests.

'Managing the human' in 21st century organizations: Developing a critical and performative research agenda for HRM-studies

Introduction

In Alvin Gouldner’s Patterns of Industrial Bureaucracy (Gouldner, 1954) the interaction between workers and management in a gypsum mine is studied following what he saw as an attempt to introduce an efficiency and accountability oriented bureaucratic management. The reason why this classic study is relevant to frame a 21st century special issue on managing the human is the lucid way that Gouldner shows, inspired by Weber and Marx, how the relations between workers and managers develop in unpredictable ways.

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