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

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

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.

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