HRM as a Pluralistic Forum: Assumptions and Prospects for developing a distinctive research capability

Abstract

In this paper, the dilemmas facing HRM on how to establish itself as a distinct area and yet avoid a particular disciplinary allegiance and level of analysis are assessed. HRM is seen, like business strategy, as a meeting ground between established disciplines. HRM research to date is then assessed in this light and problems of the potential limitation ofcontributions of other relevant disciplines are assessed. The established findings in organizational development (OD) have, it is argued, been particularly neglected in HRM analyses of organization change. The importance of developing pluralistic HRM research is re-affirmed.