Unraveling HRM: Identity, Ceremony, and Control in a Management Consulting Firm

Mats G Alvesson · Dan Kärreman

218 citations0/0 files storedOrganization Science

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Management and Organizational Studies Human Resource and Talent Management Global and Cross-Cultural Management

Abstract

This paper addresses human resources management (HRM) systems and practices in a large multinational management consultancy firm. The firm invests considerable resources in HRM, and is frequently praised by employees for its accomplishments in hiring, developing, and promotion. However, this general faith in HRM does not align particularly well with employees’ experiences and perceptions of the specific HRM practices in the firm. The paper critically interprets the meaning and the functions of the HRM system and the beliefs supporting it. The paper suggests a reinterpretation of HRM systems and practices based on a cultural-symbolic perspective. It introduces the concepts of excess ceremonialism, identity projects, and aspirational control to highlight and interpret the significance of organizational symbolism in accounting for the role of HRM systems and practices, and the various effects of HRM systems and practices on employee identity and compliance.

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References

1977Institutionalized Organizations: Formal Structure as Myth and Ceremony 1980Power/Knowledge: Selected Interviews and Other Writings 1972-1977 1993Organizational culture and leadership 1980Outline of a Theory of Practice.1976The History of Sexuality 1995THE IMPACT OF HUMAN RESOURCE MANAGEMENT PRACTICES ON TURNOVER, PRODUCTIVITY, AND CORPORATE FINANCIAL PERFORMANCE.1986Culture in Action: Symbols and Strategies 1986Possible selves.

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