This study uses a social constructivist epistemology and a compatible
methodology to look at models of HR in three disparate organisational contexts:
a British public sector organisation, an entrepreneurial European private sector
company in high growth mode, and the Asian operation of the same company
in the lead up to a major acquisition, providing an opportunity to examine an
organisation in a time of considerable change and upheaval.
The study originated in a dissatisfaction with the ability of current models of HR
to explain the diversity of approaches to HR found in organisations, most
notably theories of SHRM, best practice and best fit approaches and
contextually based HR. It attempts to develop a new descriptive research
model of HR which incorporates the discrete RBV and neo-institutional
frameworks of HR into a flexible model which can explain the operation of HR
in a variety of organisations.
The social constructivist perspective allows the model to take a view of strategy
formulation and implementation which gives weight to the profound influence of
the actors on HR strategy and its deployment.
The conclusion of this study is that a viable descriptive research model can be
produced, which utilises contextually based HR as a diagnostic, but gives
substantial weight to the influence of the organisational actors. Further
research is, however, required in order to fully test the model and resolve
several areas about which the projects in this study raised questions