Abstract
Despite the proliferation of studies of HR systems, there are still substantial gaps in our understanding
of how such systems actually work. This article, by focusing on the neglected areas of HR philosophy
and HR processes in the composition of HR systems, and by using a qualitative, employee-centred
approach in the collection and analysis of data, provides new insights into the working of HR systems.
Using data from interviews with 56 knowledge workers employed in the information and
communications technology sector in Ireland and the UK, we explore employee-level reactions to two
different types of HR systems. We highlight the various ways in which HR processes interact with HR
practices and the different outcomes that may result, and we identify the key role of HR philosophy in
HR system operation.
of how such systems actually work. This article, by focusing on the neglected areas of HR philosophy
and HR processes in the composition of HR systems, and by using a qualitative, employee-centred
approach in the collection and analysis of data, provides new insights into the working of HR systems.
Using data from interviews with 56 knowledge workers employed in the information and
communications technology sector in Ireland and the UK, we explore employee-level reactions to two
different types of HR systems. We highlight the various ways in which HR processes interact with HR
practices and the different outcomes that may result, and we identify the key role of HR philosophy in
HR system operation.
| Original language | English |
|---|---|
| Pages (from-to) | 379-395 |
| Number of pages | 17 |
| Journal | Human Resource Management Journal |
| Volume | 23 |
| Issue number | 4 |
| Early online date | 26 Oct 2012 |
| DOIs | |
| Publication status | Published - Nov 2013 |
ASJC Scopus subject areas
- Organizational Behavior and Human Resource Management