Change agency in occupational context: lessons for HRM

Nick Wylie*, Andrew Sturdy, Christopher Wright

*Corresponding author for this work

Research output: Contribution to journalArticle (Academic Journal)peer-review

11 Citations (Scopus)

Abstract

Change agency is seen as a key route to reducing the occupational vulnerability of human resource management (HRM). However, few look outside of the HRM context to consider change agency more broadly in organisations. Drawing on a study of change agency units in British organisations, we argue that challenges to occupational credibility and competing jurisdictional claims have wider implications for the role of HR practitioners. In particular, change agency is better seen as replaying rather than resolving the ambiguity of HRM's role and identity in organisations.

Original languageEnglish
Pages (from-to)95-110
Number of pages16
JournalHuman Resource Management Journal
Volume24
Issue number1
DOIs
Publication statusPublished - 1 Jan 2014

Keywords

  • HUMAN-RESOURCE MANAGEMENT
  • INTERNAL CONSULTANTS
  • PERSONNEL MANAGERS
  • BUSINESS PARTNERS
  • PROFESSIONALIZATION
  • LEGITIMACY
  • IDENTITY
  • SEARCH
  • ROLES
  • POWER

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