Creating a Dynamic Framework for Human Resource Management within Organizational Change
36 Pages Posted: 16 Dec 2012 Last revised: 19 Jun 2013
Date Written: September 13, 2012
Although complex systems are part of organizational studies for several decades, they have witnessed significant changes in recent years. This research builds on existent work on complex systems by focusing on the shift toward power-law distributions. By using theories of complex systems, organizational change is shifting towards a stable environment. Evidentially, HRM is highly nested in those complex systems. Due to advancements in theoretical understanding of complexity and influenced by this, HRM is changing fundamentally towards a dynamic approach. It becomes evident that HRM is no longer a constant within the organization, but a necessary process within the translucent system. In consequence, a new notion of a dynamic HRM emerges which could be characterized “function follows process.” Based on that, understanding HRM as complex systems HRM needs to observe the dynamic core of its processes as well as the out-comes of a changed governing distribution and derive from this its alternating functionality. HRM needs to sustain all necessary processes for the survival of its organization. In this paper I am describing this fluid HRM system and by using the complex systems framework, developing a dynamic and flexible approach to achieve an adaptable HRM within organizational change.
Keywords: complex systems, human resource management, organizational behavior
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