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A (reasonably) quick critical evaluation of
the evolution of workforce management in
Ireland and implications for practice
Presentation to CIPD Southern Region, April 2017
Paddy Gunnigle,
Professor of Business Studies
Kemmy Business School,
University of Limerick.
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2. Overview
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1. The HR function & HR’s dilemma
2. HR/IR Evolution: 2 big ideas?
3. Key changes in HR/IR
4. Concurrent developments in education &
underpinning theory
5. Implications for practice
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3. HR’s Dilemma: a theoretical
recap (crash course?!)
HR’s Dilemma - Bedevilled by ‘vicious circles’:
Lacks organisational power
→ limited to reactive role → reinforces negative image of HR
WHY?
Contribution difficult to demonstrate
Lack of clear criteria to judge performance/success of HR
→ compounding low status & limiting talent pipeline into HR
2 escape routes
1. Deviant Innovation
2. Conformist Innovation
(Legge, 1978, 2005, Roche & Teague 2012)
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4. Two ‘Big Ideas’ in
HRM/IR
Pluralism & Human Resource Management
1. Pluralism - Organisations comprise divergent interests
- Conflict inevitable on occasion
- Answer in institutions & procedures – esp Collective Bargaining
- ‘ managed accommodation’
2. Human Resource Management- Managerialist
- Strategic benefits
- Soft focus
- ‘one happy ship’4
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5. A dramatically changed
IR/HR context
Trade union decline & shrinkage in collective
bargaining coverage
Changes in sectoral distribution of employment
The contraction of centralised pay agreements (&
‘social partnership’) to the public sector
Growing pay disparity
Institutionalisation of contract & casual working
Impact of IT esp. robotics, big data & data analytics
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6. Changes in HR/IR
education & theoretical focus
Evolution & broadening far beyond IR
Greater emphasis on formal education as
gateway into HR work
But change in educational emphasis (macro
to micro focus)
Reinforcing decline of pluralism?
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7. Implications for HR
Practice
1. HRM in Recession: Little evidence of diminution inHR’s role or status ….rather a key role?
2. Overarching focus on bottom line …. (‘Conformistinnovation’, Legge, 1978; 2005)
3. Human Resource Management – transient & ultimately anunfulfilled promise?
4. Feminisation but not yet at the top?
5. Use of IT rather than direct employees to deliver HR services (‘HR fragmentation’)
6. New & old skillsets required
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A (reasonably) quick critical evaluation of
the evolution of workforce management in
Ireland and implications for practice
Presentation to CIPD Southern Region, April 2017
Paddy Gunnigle,
Professor of Business Studies
Kemmy Business School,
University of Limerick.
8