Abstract
How and why do employees from heterogeneous professional and occupational groups respond to the same HR practice differently—job redesign—and what is the implication of this for human resource management (HRM) implementation? Drawing upon a qualitative case study of job redesign in the English health and social care sector, affecting three distinct groups of employees, we highlight the different ways these employees respond to the implementation of job redesign over time. We contribute to a nascent literature discussing employees' role in HRM implementation. We also show that different types of professionals (occupational professionals, paraprofessionals, and organisational professionals) respond to job redesign differently, depending on its impact on their professional identity, which, in turn, affects its implementation. © 2021 John Wiley & Sons Ltd.
| Original language | English |
|---|---|
| Pages (from-to) | 283-298 |
| Journal | Human Resource Management Journal |
| Volume | 32 |
| Issue number | 2 |
| Online published | 10 Jul 2021 |
| DOIs | |
| Publication status | Published - Apr 2022 |
| Externally published | Yes |
Funding
We thank the associate editor Gill Kirton and three anonymous reviewers for their constructive comments. The research was conducted while Yaru Chen was a PhD student at Warwick Business School. Yaru Chen would like to thank PubPri Research Group (University of East Finland) and NIHR CLAHRC WM for the financial support for her PhD study. Our gratitude also goes to all interviewees who participated in our study.
Research Keywords
- employees
- HRM implementation
- identity
- job redesign
- professionals
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