Critical Human Resource
Management
Human resource management (HRM) is the predominant apparatus
for people management across the world. Since its inception, HRM has
nevertheless been subjected to critical scrutiny. This work has produced
a corpus of literature now referred to as ‘Critical HRM’.
This book on Critical HRM traces the development of the critical scholarly
tradition in people management. It analyzes, organizes and synthesizes
the various perspectives, ideas and arguments that constitute this critical
tradition. The book identifes the current status and future trends of Critical
HRM and explores its ethico-political role in contemporary organizations,
especially in the context of widespread public concern about making
business more ethical. Incorporating under-researched and emerging issues
of people management, such as the Global South and Critical HRM, with
more established themes of Critical HRM, this book introduces Critical
HRM’s critique of mainstream HRM and its underpinning assumptions. It
illustrates how interventions have the potential to transform organizational
policies and practices of managing people at work.
The book will be of interest to professionals, researchers and academics
focusing on critical issues in people management across the Global South
and North.
Dhammika Jayawardena is Senior Lecturer in Management and
Organizational Behavior at the University of Sri Jayewardenepura, Sri Lanka.
Routledge Studies in Human Resource Development
Edited by Carole Elliott
University of Roehampton, UK
HRD theory is changing rapidly. Recent advances in theory and practice,
how we conceive of organisations and of the world of knowledge, have
led to the need to reinterpret the feld. This series aims to refect and
foster the development of HRD as an emergent discipline.
Encompassing a range of diferent international, organisational,
methodological and theoretical perspectives, the series promotes
theoretical controversy and refective practice.
Human Resource Management in an Emerging South Asian Economy
The Case of Brunei
Edited by Tamer K. Darwish and Pengiran Muda Abdul Fattaah
Global Business Coaching
A Meta-Analytical Perspective
David Lines and Christina Evans
Critical Human Resource Management
People Management Across the Global South and North
Dhammika Jayawardena
Also published in the series in paperback:
Action Research in Organisations
Jean McNif, accompanied by Jack Whitehead
Understanding Human Resource Development
A research-based approach
Edited by Jim Stewart, Jim McGoldrick, and Sandra Watson
For more information visit the Series website: www.routledge.com/
Routledge-Studies-in-Human-Resource-Development/book-series/
SE0504
Critical Human Resource
Management
People Management Across
the Global South and North
Dhammika Jayawardena
First published 2021
by Routledge
605 Third Avenue, New York, NY 10158
and by Routledge
2 Park Square, Milton Park, Abingdon, Oxon, OX14 4RN
Routledge is an imprint of the Taylor & Francis Group, an
informa business
© 2021 Dhammika Jayawardena
The right of Dhammika Jayawardena to be identifed as author
of this work has been asserted by him in accordance with
sections 77 and 78 of the Copyright, Designs and Patents
Act 1988.
All rights reserved. No part of this book may be reprinted
or reproduced or utilised in any form or by any electronic,
mechanical, or other means, now known or hereafter invented,
including photocopying and recording, or in any information
storage or retrieval system, without permission in writing from
the publishers.
Trademark notice: Product or corporate names may be
trademarks or registered trademarks, and are used only for
identifcation and explanation without intent to infringe.
Library of Congress Cataloging-in-Publication Data
Names: Jayawardena, Dhammika, 1968– author.
Title: Critical human resource management : people management
across the global South and North / Dhammika Jayawardena.
Description: 1 Edition. | New York : Routledge, 2021. | Series:
Routledge studies in human resource development | Includes
bibliographical references and index.
Identifers: LCCN 2020056120 (print) | LCCN 2020056121
(ebook) | ISBN 9780367608965 (hardback) | ISBN
9781003102434 (ebook)
Subjects: LCSH: Personnel management—Developing countries. |
Personnel management—Developed countries. | Organizational
change.
Classifcation: LCC HF5549.2.D48 J39 2021 (print) | LCC
HF5549.2.D48 (ebook) | DDC 658.3—dc23
LC record available at https://lccn.loc.gov/2020056120
LC ebook record available at https://lccn.loc.gov/2020056121
ISBN: 978-0-367-60896-5 (hbk)
ISBN: 978-0-367-60899-6 (pbk)
ISBN: 978-1-003-10243-4 (ebk)
Typeset in Sabon
by Apex CoVantage, LLC
Contents
Acknowledgments
1 Introduction
vi
1
2 The Factory System, Personnel Management,
HRM: A Genealogy
12
3 This Thing Called HRM: A Critical Introduction
23
4 The Language of HRM: Beyond the Rhetoric/
Reality Dualism
37
5 Gender and HRM: Feminist Critics’ Account of HRM
51
6 Michel Foucault and Critical HRM: Toward a
Foucauldian Analysis of People Management
65
7 The Global South and Critical HRM: The
Ambivalence of HRM
77
8 Ethics and Critical HRM: A Rethinking of the
(Im-)Possibility of Ethics in HRM
91
9 Mobility, Diversity and HRM: A Revisit
10 Conclusion
Index
117
138
146
Acknowledgments
Managing people at work is a complex process. It varies between cultures
and geopolitical regions and so is in fux. Human resource management,
the grand signifcation of people management across the world, is processual and elusive in character. However, at the hands of ‘mainstream’
scholars in the feld, among others, this ambience of HRM morphs into
solid. Hence, what we often see as ‘HRM’ in both the theory and practice of people management is a ‘(market) managerialist project’ oriented
toward corporate strategies and objectives.
This concise book on ‘Critical HRM’ interrogates this managerialist project, the phenomenon of HRM, in contemporary organizations.
The book is an outcome of my long-term engagement with the critical
scholarship in people management. So, I must acknowledge many people
who have inspired and helped me at diferent phases of the engagement.
But acknowledging all of them is practically impossible, although here
I pay my tribute to the late Professor Tom Keenoy, who inspired me a
lot and happened to be one of my thesis examiners at Leicester. And so,
I acknowledge only those who have helped me with this book.
I am grateful to Brianna Ascher, commissioning editor at Routledge:
without her support this book wouldn’t simply exist. Also, I must thank
my colleagues and friends, Professor Sunil Rajapaksege, Vidya Samarasinghe and Pivindi Alwis who helped me in numerous ways. Finally,
I thank my wife, Prajna, and son, Acintya, for their patience and support. I dedicate this book to my father, Nandaseela Jayawardena, and my
mother, Nandawathi Jayalath.
1
Introduction
Begin a Journey
Just assume you are a traveler going from one continent to another—from
Europe to Asia to Africa to America. During your journey if you visit a
Japanese multinational in London or a US-based software development
company in the buzzling city of Hyderabad or an apparel-manufacturing
company in Sri Lanka or in the Mombasa free-trade zone in Kenya for
instance, one ‘common’ phenomenon you would fnd in these places
is Human Resource Management (HRM)—HR departments, managers and so forth. Similarly, if you type the term ‘HRM’ in the search
bar of Google Scholar or any other search engine, with the name of a
core-capitalist country in the Global North, such as the United States,
or instead a ‘peripheral country’ of the South like Socialist Cuba (e.g.,
Cunha & Cunha, 2004) for instance, you will end up with at least a few
scholarly works on HRM in the selected country.
Since its (assumed) emergence in North America, arguably in the 1980s
(Kaufman, 2014), HRM has led to supplement the decades-old tradition
of personnel management in Western corporations (Guest, 1990, 1992;
Legge, 1995/2005; Storey, 1991; Strauss, 1992). Subsequently, it crept
into other parts of the world, mostly during the 1990s, as the method of
management of people in organizations (Ghebregiorgis & Karsten, 2007;
Hermans, 2018; Jayawardena, 2014; Perez Arrau, Eades, & Wilson,
2012; Sparrow & Budhwar, 1997). Since then, HRM remains the grand
signifcation of people management across the Global South and North.
Even after almost 40 years of its emergence, the phenomenon of HRM
is not immune to contradictions and controversies. Rather, the status
and the role of HRM in both the theory and practice of people management remain plurivocal and ambiguous: HRM encompasses various
approaches, traditions and meanings that lead to keep its identity ‘elusive’ and in process of becoming (Janssens & Steyaert, 2009; Keenoy,
1999, 2009; Legge, 1995/2005; Noon, 1992; Storey, 1995). And so,
it seems that what remains ‘unchanged’, when HRM moves from one
2
Introduction
context to another, is only the three letters—‘HRM’, an empty signifer
which is subject to fll as it appears in diferent contexts.
Against this backdrop, (textbook-based or) mainstream literature on
HRM is keen to construct HRM as a self-reliant discipline with a ‘fxed’
identity (e.g., see Armstrong & Taylor, 2014; Sims, 2006). Alongside the
‘humane’ aspect of the phenomenon, the literature emphasizes the strategic, integrated and coherent approach of HRM with regard to managing
people at work. Such literature thus highlights both the strategic or ‘hard’
and the humane or ‘soft’ aspects of people management simultaneously.
In doing so, it articulates HRM ‘as a strategic, integrated and coherent
approach to the employment, development and well-being of the people
working in organizations’ (Armstrong & Taylor, 2014, p. 5).
The mainstream version(s) of HRM, as critics of the feld argue, (deliberately) avoids the controversies and contradictions that are imbued with
HRM, its identity and role in theory and practice of people management.
Yet, by encompassing the soft and hard aspects, it is capable of portraying HRM as a ‘new’ and ‘robust’ phenomenon—a managerial package
of solutions for the issues in managing people in organizations across the
world. And so, the literature suggests:
HRM eforts are planned, systematic approaches to increasing organizational success. They involve HR programs aimed at developing
HRM strategies for the total organization with an eye towards clarifying an organization’s current and potential problems and develop
solutions to them. It is oriented toward action, the individual, the
global market place, and the future. Today it would be difcult [for
us] to envision any organization achieving success without efcient
HRM programs and activities.
(Sims, 2006, p. 5)
In this context, critics of HRM argue that what is common in the mainstream version of HRM is that, on the one hand, it is inclined toward
the managerialist as well as normative approach—what HRM should
or ought to be—to people management. Consequently, it admits and
recounts ‘issues’ pertaining to managing people in organizations. In
doing so, it ofers an integrated, coherent and strategic approach of people management to successfully address and mitigate the issues. On the
other hand, such a version—how it approaches to and recognizes the
issues of managing people and develops solutions to them—is based on
realist ontology and positivist epistemology (Delbridge & Keenoy, 2010;
Keenoy, 1999; Legge, 1995/2005). Therefore, in essence, the mainstream
version of HRM tends to insist that HRM is not a ‘thing’ we (re)produce in our social–material life. Instead, it is ‘something’ that is ‘already
there’. In turn, it suggests that what is already there is a ‘new’, ‘good’ and
‘robust’ phenomenon: a ‘universal panacea’ which is capable of fxing
Introduction
3
the current and potential problems of managing people in organizations across the world. However, this attempt to make HRM ‘good’ and
‘robust’ is still not able to fx the identity of HRM or to avoid the controversies surrounding it (Keenoy, 1999, 2009).
What Is HRM, Anyway?
In her highly regarded text, Human Resource Management: Rhetorics
and Realities, Legge (1995/2005, pp. 102–108) cites many popular defnitions of HRM. However, noticeably she resists developing her own definition. Why is Legge reluctant to develop her ‘own’ defnition? Indeed,
what is this ‘thing’ called HRM: can we understand ‘HRM’ beyond the
mainstream defnitional–ontological assumptions of it? If so, what is the
role of critical HRM scholarship in understanding and (re)framing of
HRM beyond such assumptions?
Despite the mainstream version of (fxed) HRM, the concept of HRM
in both the theory and practice of people management is sloppy and
blurry. It denotes multiple meanings for those who produce ‘HRM’ in
diferent socio-economic contexts as well as by adhering to various theoretical and analytical assumptions (e.g., Azolukwam & Perkins, 2009;
Barratt, 2002, 2003; Harley & Hardy, 2004; Janssens & Steyaert, 2009;
Jayawardena, 2014; Keenoy, 1999; Legge, 1995/2005; Noon, 1992;
Townley, 1998; Watson, 2004). This intrinsic ambiguity of the identity
of HRM (see Chapter 3) not only problematizes realist and positivist
defnitional and onto-epistemological assumptions of HRM. It also tends
to dislocate the popular semblance of HRM—as a universal panacea—
in the market managerialism that proposes a ‘happy marriage’ between
capital and Western humanism (Olaison, Pedersen, & Sørensen, 2009).
Thus, going beyond ‘the facticity’ of HRM, ‘the projected, perceived,
experienced, or allegedly “factual” character [of HRM]’ (Keenoy, 1997,
p. 839), scholars in critical HRM scholarship problematize the HRM
project in organizations, its basis, newness and popular semblance in the
market managerialism (Delbridge & Keenoy, 2010; Legge, 1995/2005;
Thompson, 2011; Watson, 2004). In doing so, they suggest that HRM
needs to be understood ‘not as a concrete, coherent, entity but as a series
of mutually implicated phenomena which is/are in the process of becoming’ (Keenoy, 1999, p. 16).
However, this illusive and elusive nature, the becoming of HRM, does
not prevent the mainstream scholars’, or market managerialists’, desire
of making HRM a robust phenomenon. Rather, since the phenomenon’s
origin in Western corporations in the 1980s, the mainstream version of
HRM, as seen earlier, has been involved in making HRM solid and good,
a package of solutions for the issues of managing people in organizations
across the world. In doing so, it tells us how to accomplish greater efciency through a highly committed and fexible workforce.
4
Introduction
Beyond the Normative Conceptions: Toward Critical HRM
The popular semblance of HRM—as a universal panacea—in the market
managerialism does not mean that HRM has fully settled down as a selfreliant phenomenon, especially among some academic circles in the West.
Rather, since the emergence of HRM, some scholars in the feld, mostly
from critical management studies (CMS), have been suspicious of the
‘shift’ in people management from personnel management to HRM. And
so, they challenge the glorifed role of HRM as articulated in the mainstream literature on the subject (e.g., Keenoy, 1990; Keenoy & Anthony,
1992; Legge, 1991, 1995/2005; Townley, 1993a, 1993b, 1995; Watson,
1995a, 1995b).
Understanding (People) Management Critically
Since its inception, going back to developments in research and scholarship in some of the UK and European business schools in the mid-1980s
and early 1990s (Alvesson, Bridgman, & Willmott, 2009; Fournier &
Grey, 2000), CMS has been the key infuencer in critical HRM scholarship (Delbridge, 2011; Delbridge & Keenoy, 2010; Thompson, 2011).
CMS, which is regarded as a branch of scholarship informed by critical
theory (Boje & Al-Arkoubi, 2009), challenges the orthodoxies in (mainstream) management and organization studies (MOS). It does so by problematizing the market managerialism and its ‘performative intent’, which
means ‘the intent to develop and celebrate knowledge which contributes
to the production of maximum output for minimum input’ (Fournier &
Grey, 2000, p. 17). And so, in essence, CMS is about ‘de-naturalization’—
‘deconstructing the “reality” of organizational life or “truthfulness” of
organizational knowledge by exposing its “un-naturalness” or irrationality’ (Fournier & Grey, 2000, p. 18)—‘non-performativity’ and ‘refexivity’. Nonetheless, instead of being anti-performative, it highlights the
importance of ‘critical performativity’. In doing so, inspired by various
(critical) social theories CMS works on ‘alternatives’ to the orthodoxies
in MOS (Alvesson et al., 2009; Boje & Al-Arkoubi, 2009; Delbridge &
Keenoy, 2010; Fournier & Grey, 2000; Grey & Willmott, 2002).
These assumptions and critical praxis in CMS have had a profound
impact on shaping critical HRM scholarship which can be now termed
as ‘Critical HRM’ (Delbridge, 2011; Delbridge & Keenoy, 2010; Greenwood, 2013). Quite similar to what CMS does with (mainstream) MOS
and market managerialism, Critical HRM questions and problematizes
the concept of and the concepts in HRM. For this, it places both the
concept and the concepts in the context of the prevailing socio-economic
order of capitalism, thus challenging the managerialist assumptions and
the naturalized language of HRM (Delbridge & Keenoy, 2010; Steyaert & Janssens, 1999).
Introduction
5
Critical HRM scholars question what HRM ofers as an ‘alternative’
to personnel management: whether it is ‘a wolf in sheep’s clothing’ or
‘old wine in new bottles’—sheer shift in the language of people management (Guest, 1992; Keenoy, 1990; Legge, 1995/2005). Consequently,
alongside the semblance of HRM as a universal panacea or a silver bullet,
they problematize the normative conceptions of HRM in the mainstream
literature on the subject. In doing so, they articulate an ‘alternative’ corpus of HRM literature which is ‘supplemental’ to as well as critical of the
HRM project in the mainstream literature and organizations (Keenoy,
1990; Keenoy & Anthony, 1992; Legge, 1991, 1995, 1995/2005; Storey,
1995; Townley, 1993b). And so, since its inception, the critical HRM
literature is infuential in shaping how we understand and approach the
HRM project. Indeed, currently the contribution of Critical HRM is
regarded as an inescapable facet of the HRM literature.
However, it is doubtful whether Critical HRM has been given the recognition that it deserves or whether the contribution of Critical HRM
has had an impact on the HRM project in contemporary organizations
(Keegan & Boselie, 2006). In other words, it seems that Critical HRM
still remains as an ‘inconsequential’ facet, particularly in the practice of
HRM. Simultaneously, we can see that the presence of Critical HRM
scholars in the ‘standard’ business schools and professional bodies is
rare. In such domains they remain an ‘outcast’ group.
We argue that the reasons for these tendencies are mainly twofold: on
the one hand, the way in which Critical HRM emerged—as a ‘Left-wing
scholarly tradition’—in the mid-1980s and early 1990s troubled the corporatists who were eager to fnd out ‘solutions’ to the issues of managing
people with which they were struggling in a volatile neoliberal market
situation. On the other hand, the ‘academic rigor’ that underpins Critical
HRM has been unable to attract a wider readership: such rigor tends to
detract some academics as well as ‘ordinary’ readers and professionals,
who are interested in people management, from critical HRM scholarship (Keegan & Boselie, 2006).
However, as history shows, the origin of both mainstream and critical HRM scholarship can be traced back to the mid-1980s and early
1990s, albeit their intentions as well as ‘birth places’ are diferent. In
the early years, mainstream HRM scholarship was exclusively connected
with US academic circles whereas critical scholarship was rooted in particular ‘academic (sub-)culture’ in some of the UK and European business schools (Guest, 1990; Legge, 1991, 1995/2005; Torrington, 1991;
Townley, 1993b). Similarly, the former was (and is) to create and ofer a
‘new’ way of managing people to Western corporations that were struggling with many internal and external issues in the 1980s, but the latter
began to question what is new in this ‘new way’, the critique that the
corporatists were reluctant to listen and accept (Keenoy, 1990; Keenoy
& Anthony, 1992; Legge, 1991; Torrington, 1991; Townley, 1993b).
6
Introduction
It is with this backdrop that the contribution of Critical HRM to the
feld of people management is viewed as a seemingly inaccessible or
‘unreadable’ (Left-wing) scholarly tradition that has been produced by
an ‘exclusive academic guild’ based mostly in the UK and European business schools. Consequently, Critical HRM is accused of being ‘too academic’ and ‘less pragmatic’, although its contribution has been widely
accepted as rich and provocative (Keegan & Boselie, 2006). These views
and accusations, in turn, tend to keep the contribution of Critical HRM
‘inconsequential’ with respect to the practice of people management
in contemporary organizations. Nonetheless, we can also see that the
moribund and limited nature of mainstream HRM has been highlighted
by many, including some mainstream scholars in the feld (Delbridge &
Keenoy, 2010; Keenoy, 2009).
Given this context, we argue that it is important to make Critical HRM
more accessible to the ordinary readers as well as professionals and academics in the feld of people management. For this to happen, it is needed
to revisit the legacy and current disposition of critical HRM scholarship,
especially from the viewpoint of praxis. Therefore, this concise book on
‘Critical HRM’, as a whole, traces the development of the critical scholarly
tradition in people management and explains the current status of critical HRM scholarship. It analyzes, organizes and synthesizes the various
perspectives, ideas and arguments that constitute this critical scholarship.
The book identifes future trends of Critical HRM and explores its ethicopolitical role in contemporary organizations across the world, especially
in the context of widespread public concern about making business more
ethical. In this way, the book introduces Critical HRM’s critique of the
Western bias of mainstream HRM and shows how its interventions have
the potential to transform organizational policies and practices regarding
managing people at work across the Global South and North.
The Book
The book is structured around eight themes.
Chapter 2 revisits the ‘shift’ from personnel management to HRM in
Western corporations that occurred in the 1980s. It thus traces the history of people management in the factory system in the nascent industrial capitalism in the West and then explores the emergence of personnel
management in Western corporations. The chapter highlights the changes
that personnel management wrought in the management of people in the
factory system and the changing role of personnel management in work
organizations in the West.
Chapter 3 examines the concept of and the concepts in HRM. The
chapter begins with a brief account of how Critical HRM scholars
problematize and articulate ‘HRM’ using the rhetoric/reality distinction. Then, it moves on to the concept of HRM and shows how the
Introduction
7
concept is constructed with respect to various classifcatory accounts of
people management. Subsequently, alongside the Michigan and Harvard
schools’ conceptions of HRM, the chapter critically dissects the concepts
in HRM with regard to the hard–soft model and the key goals in HRM.
In conclusion, it highlights the plurivocal nature of HRM in both the
theory and practice of people management.
Chapter 4 critically examines the language of HRM and its role in
contemporary organizations with regard to the management of people in
organizations. For this, the chapter visits the ‘linguistic turn’ in MOS and
discusses how the arrival of poststructuralism to the (English-speaking)
management domain afected CMS and the critical scholarly tradition in
people management. In doing so, it problematizes the view of the language of HRM as rhetoric. And so, it shows how Critical HRM scholars
reframe ‘HRM language’ beyond the rhetoric/reality distinction, arguing
that both the practice and the language are crucial to understand the
place and the role of HRM in organizations.
Chapter 5 examines the role of HRM in managing women at work.
For this, the chapter illustrates the place of women in ‘gendered organizations’ and recapitulates the historically shifting roles of women in people
management. Subsequently, informed by ‘feminist critics’ of HRM, the
chapter discusses ‘the agenda of gender’ of HRM in respect of managing women in (gendered) organizations. In doing so, it takes a closer
look at the feminist critics’ accounts of HRM—with a focus on questions
of gender, sex and sexuality. This demonstrates the over-reliance on the
experience of ‘white (managerial) women’ in Western corporations in
mainstream as well as Critical HRM.
After a brief introduction to the work of Michel Foucault, the French
philosopher and historian, Chapter 6 examines the efects of the Foucauldian scholarship on (critical) HRM. The chapter recapitulates the
Foucauldian scholarship in people management and shows how the
scholarship conceptualizes HRM as ‘a set of disciplinary technologies’.
Followed by this, it critically examines the recent contributions of Foucauldian scholars to critical HRM scholarship. Finally, the chapter highlights the need for a new reading of Foucault to advance the Foucauldian
scholarship in understanding and reframing HRM in contemporary
organizations.
Chapter 7 does two things: it explores the practical application of
HRM in the Global South; and it examines the contribution of scholars
from the Global South to Critical HRM.
Regarding the frst of these, the chapter examines the presence of HRM
in (postcolonial) organizations of the Global South. It does so by considering the management of people in the Global South work environment
and shows the ambivalent-hybrid disposition of HRM in (postcolonial)
Southern organizations. Postcolonial theory, especially that of Homi
Bhabha, is drawn on in tracing these infuences and situations.
8
Introduction
For the second, it considers the Global South’s contribution to the critical scholarly tradition in people management, while specifcally identifying the limitations of this contribution. The chapter interrogates the
causes of this limited contribution of people management scholars from
the Global South to Critical HRM. It also emphasizes the importance of
Southern scholarship in the critical tradition in people management, as
it would facilitate the understanding and reframing of the role and the
place of HRM in the Global South with regard to the ‘colonial legacy’ of
the South and its social fabric.
After a critical introduction to the discourse of ethics in Management, Chapter 8 addresses the question of ethics in HRM. For this,
the chapter critically examines the (im-)possibility of ethics in HRM
in contemporary organizations, especially with regard to the question
of the Other. Simultaneously, it recapitulates critical scholars’ engagement with ethics in HRM and explains how such engagement afects
the reframing of ‘ethical HRM’ in organizations. The theoretical
framing of the discussion is drawn chiefy from the ethical philosophy
of Emmanuel Levinas.1 But, the chapter simultaneously touches upon
the so-called trinity of consequentialist, deontological and rights/justice approaches and shows how they shape our understanding of ethical HRM.
Chapter 9 revisits the issue of managing diversity in contemporary
organizations, especially in the context of mobility and migration. It does
so by detailing the historical development of ‘diversity management’ as
a post-Cold War neoliberal discourse created in the United States. The
chapter problematizes the Eurocentric hegemony of ‘universal diversity’.
In doing so, it examines how such hegemony afects the role and place
of HRM in managing diversity in contemporary organizations across the
world. It shows that the ‘diverse diversities’ are being ignored—by HR
processes—in managing diversity, especially in the context of mobility
and migration. Indeed, the chapter questions how ‘managing diversity’
matters to people of color and other (migrant) minorities in contemporary organizations.
Along with a comprehensive synthesis of the themes discussed in each
chapter, Chapter 10 provides an overview of the critical scholarly tradition in people management. It also identifes the future trends in Critical
HRM and its potential ethico-political role in managing people in contemporary organizations across the Global South and North.
Note
1 Levinas, Emmanuel (1905–1995) was one of the most profound philosophers
of twentieth-century Europe. His work, which is often described as ‘an ethics
of ethics’, has had a signifcant impact on our understanding of ethics and
(the ethics of) the Other; notwithstanding his work hardly ofers a theory of
ethics.
Introduction
9
References
Alvesson, M., Bridgman, T., & Willmott, H. (2009). Introduction. In M. Alvesson, T. Bridgman, & H. Willmott (Eds.), The Oxford handbook of critical
management studies (pp. 1–28). Oxford: Oxford University Press.
Armstrong, M., & Taylor, S. (2014). Armstrong’s handbook of human resource
management practice (13th ed.). London: Kogan Page Publishers.
Azolukwam, V. A., & Perkins, S. J. (2009). Managerial perspectives on HRM
in Nigeria: Evolving hybridization? Cross Cultural Management: An International Journal, 16(1), 62–82.
Barratt, E. (2002). Foucault, Foucauldianism and human resource management.
Personnel Review, 31(2), 189–204.
Barratt, E. (2003). Foucault, HRM and the ethos of the critical management
scholars. Journal of Management Studies, 40(5), 1070–1087.
Boje, D., & Al-Arkoubi, K. (2009). Critical management education beyond the
siege. In S. Armstrong & C. Fukami (Eds.), Handbook of management learning, education and development (pp. 104–125). London: Sage.
Cunha, M. P. E., & Cunha, R. C. E. (2004). The dialectics of human resource
management in Cuba. The International Journal of Human Resource Management, 15(7), 1280–1292.
Delbridge, R. (2011). The critical future of HRM. In P. Blyton, E. Heery, &
P. Turnbull (Eds.), Reassessing the employment relationship (pp. 21–40). New
York: Palgrave Macmillan.
Delbridge, R., & Keenoy, T. (2010). Beyond managerialism? The International
Journal of Human Resource Management, 21(6), 799–817.
Fournier, V., & Grey, C. (2000). At the critical moment: Conditions and prospects for critical management studies. Human Relations, 53(1), 7–32.
Ghebregiorgis, F., & Karsten, L. (2007). Human resource management and performance in a developing country: The case of Eritrea. The International Journal of Human Resource Management, 18(2), 321–332.
Greenwood, M. (2013). Ethical analyses of HRM: A review and research agenda.
Journal of Business Ethics, 114(2), 355–366.
Grey, C., & Willmott, H. (2002). Contexts of CMS. Organization, 9(3), 411–418.
Guest, D. E. (1990). Human resource management and the American dream.
Journal of Management Studies, 27(4), 377–397.
Guest, D. E. (1992). Human resource management in the United Kingdom. In
B. Towers (Ed.), The handbook of human resource management (1st ed.,
pp. 3–26). Oxford: Blackwell.
Harley, B., & Hardy, C. (2004). Firing blanks? An analysis of discursive struggle
in HRM. Journal of Management Studies, 41(3), 377–400.
Hermans, M. (2018). Comparative HRM research in South America: A call
for comparative institutional approaches. In C. Brewster, W. Mayrhofer, &
E. Farndale (Eds.), Handbook of research on comparative human resource
management (pp. 222–427). Cheltenham: Edward Elgar Publishing.
Janssens, M., & Steyaert, C. (2009). HRM and performance: A plea for refexivity in HRM studies. Journal of Management Studies, 46(1), 143–155.
Jayawardena, D. (2014). HRM as a “web of texts”: (Re)articulating the identity
of HRM in Sri Lanka’s localized global apparel industry. Organization Management Journal, 11(4), 289–298.
10
Introduction
Kaufman, B. E. (2014). History of the British industrial relations feld reconsidered: Getting from the webs to the new employment relations paradigm. British Journal of Industrial Relations, 52(1), 1–31.
Keegan, A., & Boselie, P. (2006). The lack of impact of dissensus inspired analysis
on developments in the feld of human resource management. Journal of Management Studies, 43(7), 1491–1511.
Keenoy, T. (1990). Human resource management: Rhetoric, reality and contradiction. The International Journal of Human Resource Management, 1(3),
363–384.
Keenoy, T. (1997). HRMism and the languages of re-presentation. Journal of
Management Studies, 34(5), 825–841.
Keenoy, T. (1999). HRM as hologram: A polemic. Journal of Management Studies, 36(1), 1–23.
Keenoy, T. (2009). Human resource management. In M. Alvesson, T. Bridgman, & H. Willmott (Eds.), The Oxford handbook of critical management
studies (pp. 454–472). Oxford: Oxford University Press.
Keenoy, T., & Anthony, P. (1992). HRM: Metaphor, meaning and morality.
In P. Blyton & P. Turnbull (Eds.), Reassessing human resource management
(pp. 233–255). London: Sage.
Legge, K. (1991). Human resource management: A critical analysis. In J. Storey
(Ed.), New perspectives on human resource management (pp. 19–40). London:
Routledge.
Legge, K. (1995). HRM: Rhetoric, reality and hidden agendas. In J. Storey (Ed.),
Human resource management: A critical text (pp. 33–59). London: Routledge.
Legge, K. (1995/2005). Human resource management: Rhetorics and realities
(Anniversary ed.). Hampshire: Palgrave Macmillan.
Noon, M. (1992). HRM: A map, model or theory? In P. Blyton & P. Turnbull
(Eds.), Reassessing human resource management (pp. 16–32). London: Sage.
Olaison, L., Pedersen, M., & Sørensen, B. M. (2009). ‘No we can’t’. Crisis as
chance. Ephemera: Theory and Politics in Organization, 9(1), 1–8.
Perez Arrau, G., Eades, E., & Wilson, J. (2012). Managing human resources in
the Latin American context: The case of Chile. The International Journal of
Human Resource Management, 23(15), 3133–3150.
Sims, R. R. (2006). Efective human resource management: Yesterday, today and
tomorrow. In R. R. Sims (Ed.), Human resource management: Contemporary
issues, challenges, and opportunities (pp. 3–36). Charlotte: Information Age
Publishing.
Sparrow, P. R., & Budhwar, P. S. (1997). Competition and change: Mapping the
Indian HRM recipe against world-wide patterns. Journal of World Business,
32(3), 224–242.
Steyaert, C., & Janssens, M. (1999). Human and inhuman resource management:
Saving the subject of HRM. Organization, 6(2), 181–198.
Storey, J. (1991). Introduction: From personnel management to human resource
management. In J. Storey (Ed.), New perspectives on human resource management (pp. 1–18). London: Routledge.
Storey, J. (1995). Human resource management: Still marching on or marching
out. In J. Storey (Ed.), Human resource management: A critical text (pp. 1–32).
London: Routledge.
Introduction
11
Strauss, G. (1992). Human resource management in the USA. In B. Towers (Ed.),
The handbook of human resource management (1st ed., pp. 27–48). Oxford:
Blackwell.
Thompson, P. (2011). The trouble with HRM. Human Resource Management
Journal, 21(4), 355–367.
Torrington, D. (1991). Human resource management and the personnel function. In J. Storey (Ed.), New perspectives on human resource management
(pp. 56–66). London: Routledge.
Townley, B. (1993a). Performance appraisal and the emergence of management.
Journal of Management Studies, 30(2), 221–238.
Townley, B. (1993b). Foucault, power/knowledge and its relevance for human
resource management. Academy of Management Review, 18(3), 518–545.
Townley, B. (1995). Managing by numbers: Accounting, personnel management and the creation of a mathesis. Critical Perspectives on Accounting, 6(6),
555–575.
Townley, B. (1998). Beyond good and evil: Depth and division in management of
human resources. In A. McKinlay & K. Starkey (Eds.), Foucault, management
and organization theory: From panopticon to technologies of self (pp. 191–210).
London: Sage.
Watson, T. J. (1995a). In search of HRM: Beyond the rhetoric and reality distinction or the case of the dog that didn’t bark. Personnel Review, 24(4), 6–16.
Watson, T. J. (1995b). Rhetoric, discourse and argument in organizational sense
making: A refexive tale. Organization Studies, 16(5), 805–821.
Watson, T. J. (2004). HRM and critical social science analysis. Journal of
Management Studies, 41(3), 447–467.
Introduction
Alvesson, M. , Bridgman, T. , & Willmott, H. (2009). Introduction. In M. Alvesson , T.
Bridgman , & H. Willmott (Eds.), The Oxford handbook of critical management studies (pp.
128). Oxford: Oxford University Press.
Armstrong, M. , & Taylor, S. (2014). Armstrongs handbook of human resource management
practice (13th ed.). London: Kogan Page Publishers.
Azolukwam, V. A. , & Perkins, S. J. (2009). Managerial perspectives on HRM in Nigeria:
Evolving hybridization? Cross Cultural Management: An International Journal, 16(1), 6282.
Barratt, E. (2002). Foucault, Foucauldianism and human resource management. Personnel
Review, 31(2), 189204.
Barratt, E. (2003). Foucault, HRM and the ethos of the critical management scholars. Journal
of Management Studies, 40(5), 10701087.
Boje, D. , & Al-Arkoubi, K. (2009). Critical management education beyond the siege. In S.
Armstrong & C. Fukami (Eds.), Handbook of management learning, education and
development (pp. 104125). London: Sage.
Cunha, M. P. E. , & Cunha, R. C. E. (2004). The dialectics of human resource management
in Cuba. The International Journal of Human Resource Management, 15(7), 12801292.
Delbridge, R. (2011). The critical future of HRM. In P. Blyton , E. Heery , & P. Turnbull (Eds.),
Reassessing the employment relationship (pp. 2140). New York: Palgrave Macmillan.
Delbridge, R. , & Keenoy, T. (2010). Beyond managerialism? The International Journal of
Human Resource Management, 21(6), 799817.
Fournier, V. , & Grey, C. (2000). At the critical moment: Conditions and prospects for critical
management studies. Human Relations, 53(1), 732.
Ghebregiorgis, F. , & Karsten, L. (2007). Human resource management and performance in a
developing country: The case of Eritrea. The International Journal of Human Resource
Management, 18(2), 321332.
Greenwood, M. (2013). Ethical analyses of HRM: A review and research agenda. Journal of
Business Ethics, 114(2), 355366.
Grey, C. , & Willmott, H. (2002). Contexts of CMS. Organization, 9(3), 411418.
Guest, D. E. (1990). Human resource management and the American dream. Journal of
Management Studies, 27(4), 377397.
Guest, D. E. (1992). Human resource management in the United Kingdom. In B. Towers
(Ed.), The handbook of human resource management (1st ed., pp. 326). Oxford: Blackwell.
Harley, B. , & Hardy, C. (2004). Firing blanks? An analysis of discursive struggle in HRM.
Journal of Management Studies, 41(3), 377400.
Hermans, M. (2018). Comparative HRM research in South America: A call for comparative
institutional approaches. In C. Brewster , W. Mayrhofer , & E. Farndale (Eds.), Handbook of
research on comparative human resource management (pp. 222427). Cheltenham: Edward
Elgar Publishing.
Janssens, M. , & Steyaert, C. (2009). HRM and performance: A plea for reflexivity in HRM
studies. Journal of Management Studies, 46(1), 143155.
Jayawardena, D. (2014). HRM as a web of texts: (Re)articulating the identity of HRM in Sri
Lankas localized global apparel industry. Organization Management Journal, 11(4), 289298.
10 Kaufman, B. E. (2014). History of the British industrial relations field reconsidered: Getting
from the webs to the new employment relations paradigm. British Journal of Industrial
Relations, 52(1), 131.
Keegan, A. , & Boselie, P. (2006). The lack of impact of dissensus inspired analysis on
developments in the field of human resource management. Journal of Management Studies,
43(7), 14911511.
Keenoy, T. (1990). Human resource management: Rhetoric, reality and contradiction. The
International Journal of Human Resource Management, 1(3), 363384.
Keenoy, T. (1997). HRMism and the languages of re-presentation. Journal of Management
Studies, 34(5), 825841.
Keenoy, T. (1999). HRM as hologram: A polemic. Journal of Management Studies, 36(1),
123.
Keenoy, T. (2009). Human resource management. In M. Alvesson , T. Bridgman , & H.
Willmott (Eds.), The Oxford handbook of critical management studies (pp. 454472). Oxford:
Oxford University Press.
Keenoy, T. , & Anthony, P. (1992). HRM: Metaphor, meaning and morality. In P. Blyton & P.
Turnbull (Eds.), Reassessing human resource management (pp. 233255). London: Sage.
Legge, K. (1991). Human resource management: A critical analysis. In J. Storey (Ed.), New
perspectives on human resource management (pp. 1940). London: Routledge.
Legge, K. (1995). HRM: Rhetoric, reality and hidden agendas. In J. Storey (Ed.), Human
resource management: A critical text (pp. 3359). London: Routledge.
Legge, K. (1995/2005). Human resource management: Rhetorics and realities (Anniversary
ed.). Hampshire: Palgrave Macmillan.
Noon, M. (1992). HRM: A map, model or theory? In P. Blyton & P. Turnbull (Eds.),
Reassessing human resource management (pp. 1632). London: Sage.
Olaison, L. , Pedersen, M. , & Srensen, B. M. (2009). No we cant. Crisis as chance.
Ephemera: Theory and Politics in Organization, 9(1), 18.
Perez Arrau, G. , Eades, E. , & Wilson, J. (2012). Managing human resources in the Latin
American context: The case of Chile. The International Journal of Human Resource
Management, 23(15), 31333150.
Sims, R. R. (2006). Effective human resource management: Yesterday, today and tomorrow.
In R. R. Sims (Ed.), Human resource management: Contemporary issues, challenges, and
opportunities (pp. 336). Charlotte: Information Age Publishing.
Sparrow, P. R. , & Budhwar, P. S. (1997). Competition and change: Mapping the Indian HRM
recipe against world-wide patterns. Journal of World Business, 32(3), 224242.
Steyaert, C. , & Janssens, M. (1999). Human and inhuman resource management: Saving
the subject of HRM. Organization, 6(2), 181198.
Storey, J. (1991). Introduction: From personnel management to human resource
management. In J. Storey (Ed.), New perspectives on human resource management (pp.
118). London: Routledge.
Storey, J. (1995). Human resource management: Still marching on or marching out. In J.
Storey (Ed.), Human resource management: A critical text (pp. 132). London: Routledge.
11 Strauss, G. (1992). Human resource management in the USA. In B. Towers (Ed.), The
handbook of human resource management (1st ed., pp. 2748). Oxford: Blackwell.
Thompson, P. (2011). The trouble with HRM. Human Resource Management Journal, 21(4),
355367.
Torrington, D. (1991). Human resource management and the personnel function. In J. Storey
(Ed.), New perspectives on human resource management (pp. 5666). London: Routledge.
Townley, B. (1993a). Performance appraisal and the emergence of management. Journal of
Management Studies, 30(2), 221238.
Townley, B. (1993b). Foucault, power/knowledge and its relevance for human resource
management. Academy of Management Review, 18(3), 518545.
Townley, B. (1995). Managing by numbers: Accounting, personnel management and the
creation of a mathesis. Critical Perspectives on Accounting, 6(6), 555575.
Townley, B. (1998). Beyond good and evil: Depth and division in management of human
resources. In A. McKinlay & K. Starkey (Eds.), Foucault, management and organization
theory: From panopticon to technologies of self (pp. 191210). London: Sage.
Watson, T. J. (1995a). In search of HRM: Beyond the rhetoric and reality distinction or the
case of the dog that didnt bark. Personnel Review, 24(4), 616.
Watson, T. J. (1995b). Rhetoric, discourse and argument in organizational sense making: A
reflexive tale. Organization Studies, 16(5), 805821.
Watson, T. J. (2004). HRM and critical social science analysis. Journal of Management
Studies, 41(3), 447467.
The Factory System, Personnel Management, HRM
Drucker, P. (1954/2007). The practice of management. London: Routledge.
Engels, F. (1845/1975). The condition of working class in England. In Karl Marx and
Frederick Engels collected works (Vol. 4, pp. 297583). Moscow: Progress Publishers.
Guest, D. E. (1987). Human resource management and industrial relations. Journal of
Management Studies, 24(5), 503521.
Guest, D. E. (1990). Human resource management and the American dream. Journal of
Management Studies, 27(4), 377397.
Harvey, D. (2005). A brief history of neoliberalism. Oxford: Oxford University Press.
Hendry, C. , & Pettigrew, A. (1990). Human resource management: An agenda for the 1990s.
The International Journal of Human Resource Management, 1(1), 1743.
Jacoby, C. M. (1985). Employing bureaucracy: Managing, unions, and the transformation of
work in American industry, 19001945. New York: Columbia University Press.
Kaufman, B. E. (2014). History of the British industrial relations field reconsidered: Getting
from the webs to the new employment relations paradigm. British Journal of Industrial
Relations, 52(1), 131.
Keenoy, T. (1990). Human resource management: Rhetoric, reality and contradiction. The
International Journal of Human Resource Management, 1(3), 363384.
Keenoy, T. (1999). HRM as hologram: A polemic. Journal of Management Studies, 36(1),
123.
Keenoy, T. (2009). Human resource management. In M. Alvesson , T. Bridgman , & H.
Willmott (Eds.), The Oxford handbook of critical management studies (pp. 454472). Oxford:
Oxford University Press.
Keenoy, T. , & Anthony, P. (1992). HRM: Metaphor, meaning and morality. In P. Blyton & P.
Turnbull (Eds.), Reassessing human resource management (pp. 233255). London: Sage.
Kochan, T. A. , & Cappelli, P. (1999). The transformation of industrial relations and personnel
function. In M. Poole (Ed.), Human resource management: Critical perspectives on business
and management: Origins, developments and critical analyses (Vol. I, pp. 7093). London:
Routledge.
Kotz, D. M. (2009). The financial and economic crisis of 2008: A systemic crisis of neoliberal
capitalism. Review of Radical Political Economics, 41(3), 305317.
Langbert, M. , & Friedman, H. (2002). Continuous improvement in the history of human
resource management. Journal of Management History, 4(8), 782787.
Legge, K. (1995/2005). Human resource management: Rhetorics and realities (Anniversary
ed.). Hampshire: Palgrave Macmillan.
Litvin, D. R. (1997). The discourse of diversity: From biology to management. Organization,
4(2), 187209.
22 Lorbiecki, A. , & Jack, G. (2000). Critical turns in the evolution of diversity management.
British Journal of Management, 11, S17S31.
Marsden, R. (1997). Class discipline: IR/HR and the normalization of the work-force. In P.
Prasad , A. J. Mills , M. Elmes , & A. Prasad (Eds.), Managing the organizational melting pot:
Dilemmas of workplace diversity (pp. 107128). London: Sage.
Marx, K. , & Engels, F. (1848/1982). The communist manifesto. In E. Burns (Ed.), The
Marxist reader (pp. 2159). New York: Avenel Books.
Miles, R. E. (1965). Human relations or human resources? Harvard Business Review, 43(4),
148157.
Miles, R. E. , & Snow, C. C. (1984). Designing strategic human resource management
systems. Organizational Dynamics, 13(1), 3652.
Miller, D. (1996). Equality managementtowards a materialist approach. Gender, Work and
Organization, 3(4), 202214.
OConnor, E. (1999). Minding the workers: The meaning of human and human relations in
Elton Mayo. Organization, 6(2), 223246.
Poole, M. (1999). Introduction. In M. Poole (Ed.), Human resource management: Critical
perspective on business and management: Origins, developments and critical analyses (Vol.
I, pp. xxlii). London: Routledge.
Thompson, P. (2011). The trouble with HRM. Human Resource Management Journal, 21(4),
355367.
Torrington, D. (1991). Human resource management and the personnel function. In J. Storey
(Ed.), New perspectives on human resource management (pp. 5666). London: Routledge.
Walton, R. E. (1985). From control to commitment in the workplace. Harvard Business
Review, 63(2), 7784.
Weiskopf, R. , & Munro, I. (2012). Management of human capital: Discipline, security and
controlled circulation in HRM. Organization, 19(6), 685702.
This Thing Called HRM
Armstrong, M. , & Taylor, S. (2014). Armstrongs handbook of human resource management
practice (13th ed.). London: Kogan Page Publishers.
Azolukwam, V. A. , & Perkins, S. J. (2009). Managerial perspectives on HRM in Nigeria:
Evolving hybridization? Cross Cultural Management: An International Journal, 16(1), 6282.
Delbridge, R. , & Keenoy, T. (2010). Beyond managerialism? The International Journal of
Human Resource Management, 21(6), 799817.
Derrida, J. (1997). Of grammatology ( G. Spivak , Trans.). Baltimore, MD: Johns Hopkins
University Press.
Dickens, L. (1998). What HRM means for gender equality. Human Resource Management
Journal, 8(1), 2340.
Ghebregiorgis, F. , & Karsten, L. (2007). Human resource management and performance in a
developing country: The case of Eritrea. The International Journal of Human Resource
Management, 18(2), 321332.
Guest, D. E. (1987). Human resource management and industrial relations. Journal of
Management Studies, 24(5), 503521.
Guest, D. E. (1990). Human resource management and the American dream. Journal of
Management Studies, 27(4), 377397.
Harley, B. , & Hardy, C. (2004). Firing blanks? An analysis of discursive struggle in HRM.
Journal of Management Studies, 41(3), 377400.
Harvey, D. (2005). A brief history of neoliberalism. Oxford: Oxford University Press.
Healy, G. (1999). Structuring commitments in interrupted careers: Career brake, commitment
and the life cycle in teaching. Gender, Work and Organization, 6(4), 185201.
35 Hendry, C. , & Pettigrew, A. (1990). Human resource management: An agenda for the
1990s. The International Journal of Human Resource Management, 1(1), 1743.
Hendry, C. , & Pettigrew, A. (1992). Patterns of strategic change in the development of
human resource management. British Journal of Management, 3(3), 137156.
Janssens, M. , & Steyaert, C. (2009). HRM and performance: A plea for reflexivity in HRM
studies. Journal of Management Studies, 46(1), 143155.
Jayawardena, D. (2014). HRM as a web of texts: (Re)articulating the identity of HRM in Sri
Lankas localized global apparel industry. Organization Management Journal, 11(4), 289298.
Kamoche, K. (1995). Rhetoric, ritualism, and totemism in human resource management.
Human Relations, 48(4), 367385.
Keegan, A. , & Boselie, P. (2006). The lack of impact of dissensus inspired analysis on
developments in the field of human resource management. Journal of Management Studies,
43(7), 14911511.
Keenoy, T. (1990). Human resource management: Rhetoric, reality and contradiction. The
International Journal of Human Resource Management, 1(3), 363384.
Keenoy, T. (1997). HRMism and the languages of re-presentation. Journal of Management
Studies, 34(5), 825841.
Keenoy, T. (1999). HRM as hologram: A polemic. Journal of Management Studies, 36(1),
123.
Keenoy, T. (2009). Human resource management. In M. Alvesson , T. Bridgman , & H.
Willmott (Eds.), The Oxford handbook of critical management studies (pp. 454472). Oxford:
Oxford University Press.
Keenoy, T. , & Anthony, P. (1992). HRM: Metaphor, meaning and morality. In P. Blyton & P.
Turnbull (Eds.), Reassessing human resource management (pp. 233255). London: Sage.
Legge, K. (1991). Human resource management: A critical analysis. In J. Storey (Ed.), New
perspectives on human resource management (pp. 1940). London: Routledge.
Legge, K. (1995). HRM: Rhetoric, reality and hidden agendas. In J. Storey (Ed.), Human
resource management: A critical text (pp. 3359). London: Routledge.
Legge, K. (1995/2005). Human resource management: Rhetorics and realities (Anniversary
ed.). Hampshire: Palgrave Macmillan.
Legge, K. (2001). Silver bullet or spent round? Assessing the meaning of the high
commitment management/performance relationship. In J. Storey (Ed.), Human resource
management: A critical text (pp. 2136). London: Thomson Learning.
Lundy, O. (1994). From personnel management to strategic human resource management.
The International Journal of Human Resource Management, 5(3), 687720.
McGregor, D. (1960). The human side of enterprise. New York: McGraw-Hill.
Miles, R. E. , & Snow, C. C. (1984). Designing strategic human resource management
systems. Organizational Dynamics, 13(1), 3652.
Mueller, F. , & Carter, C. (2005). The HRM project and managerialism: Or why some
discourses are more equal than others. Journal of Organizational Change Management,
18(4), 369382.
36 Noon, M. (1992). HRM: A map, model or theory? In P. Blyton & P. Turnbull (Eds.),
Reassessing human resource management (pp. 1632). London: Sage.
Poole, M. (1999). Introduction. In M. Poole (Ed.), Human resource management: Critical
perspective on business and management: Origins, developments and critical analyses (Vol.
I, pp. xxlii). London: Routledge.
Sisson, K. , & Storey, J. (2000). Realities of human resource management: Managing the
employment relationship. Maidenhead: Open University Press.
Spivak, G. C. (1988). In other worlds: Essays in cultural politics. London: Routledge.
Steyaert, C. , & Janssens, M. (1999). Human and inhuman resource management: Saving
the subject of HRM. Organization, 6(2), 181198.
Storey, J. (1991). Introduction: From personnel management to human resource
management. In J. Storey (Ed.), New perspectives on human resource management (pp.
118). London: Routledge.
Storey, J. (1995). Human resource management: Still marching on or marching out. In J.
Storey (Ed.), Human resource management: A critical text (pp. 132). London: Routledge.
Thompson, P. (2011). The trouble with HRM. Human Resource Management Journal, 21(4),
355367.
Torrington, D. (1991). Human resource management and the personnel function. In J. Storey
(Ed.), New perspectives on human resource management (pp. 5666). London: Routledge.
Torrington, D. , & Hall, L. (1987). Personnel management: A new approach. London:
Prentice-Hall.
Truss, C. (1999). Human resource management: Gendered terrain. The International Journal
of Human Resource Management, 10(2), 180200.
Truss, C. , Gratton, L. , Hailey, H. V. , McGovern, P. , & Stiles, P. (1997). Soft and hard
models of human resource management: A reappraisal. Journal of Management Studies,
34(1), 5373.
Walton, R. E. (1985). From control to commitment in the workplace. Harvard Business
Review, 63(2), 7784.
Watson, T. J. (1995a). In search of HRM: Beyond the rhetoric and reality distinction or the
case of the dog that didnt bark. Personnel Review, 24(4), 616.
Watson, T. J. (1995b). Rhetoric, discourse and argument in organizational sense making: A
reflexive tale. Organization Studies, 16(5), 805821.
Watson, T. J. (2004). HRM and critical social science analysis. Journal of Management
Studies, 41(3), 447467.
Weiskopf, R. , & Munro, I. (2012). Management of human capital: Discipline, security and
controlled circulation in HRM. Organization, 19(6), 685702.
Woodall, J. (1996). Human resource management and women: The vision of the genderblind. In B. Towers (Ed.), The handbook of human resource management (2nd ed., pp.
329352). Oxford: Blackwell.
Yahiaoui, D. (2015). Hybridization: Striking a balance between adoption and adaptation of
human resource management practices in French multinational corporations and their
Tunisian subsidiaries. The International Journal of Human Resource Management, 26(13),
16651693.
The Language of HRM
Alvesson, M. , Bridgman, T. , & Willmott, H. (2009). Introduction. In M. Alvesson , T.
Bridgman , & H. Willmott (Eds.), The Oxford handbook of critical management studies (pp.
128). Oxford: Oxford University Press.
Barthes, R. (1981). The theory of the text. In R. Young (Ed.), Untying the text: A poststructuralist reader (pp. 3147). London: Routledge and Kegan Paul.
Barthes, R. (2000). Mythologies ( A. Lavers , Trans.). London: Vintage.
Bell, E. , & Davison, J. (2013). Visual management studies: Empirical and theoretical
approaches. International Journal of Management Reviews, 15(2), 167184.
Berger, A. A. (1995). Cultural criticism. New Delhi: Sage.
Boje, D. M. (1991). The storytelling organization: A study of story performance in an officesupply firm. Administrative Science Quarterly, 36(1), 106126.
Boje, D. M. (1995). Stories of the storytelling organization: A postmodern analysis of Disney
as Tamara-Land. Academy of Management Journal, 38(4), 9971035.
Boje, D. , Oswick, C. , & Ford, D. J. (2004). Language and organization: The doing of
discourse. Academy of Management Review, 29(4), 571577.
Burrell, G. (1984). Sex and organizational analysis. Organization Studies, 5(2), 97118.
Burrell, G. (1988). Modernism, post modernism and organizational analysis 2: The
contribution of Michel Foucault. Organization Studies, 9(2), 221235.
Burrell, G. (1994). Modernism, postmodernism and organizational analysis 4: The
contribution of Jrgen Habermas. Organization Studies, 15(1), 119.
Cals, M. B. , & Smircich, L. (1991). Voicing seduction to silence leadership. Organization
Studies, 12(4), 567601.
Clegg, S. R. (1994). Frameworks of power. London: Sage.
Colebrook, C. , & McHoul, A. (1996). Interpreting understanding context. Pragmatics, 25(3),
431440.
48 Cooper, R. (1989). Modernism, post modernism and organizational analysis 3: The
contribution of Jacques Derrida. Organization Studies, 10(4), 479502.
Cooper, R. , & Burrell, G. (1988). Modernism, postmodernism and organizational analysis: An
introduction. Organization Studies, 9(1), 91112.
Delbridge, R. (2011). The critical future of HRM. In P. Blyton , E. Heery , & P. Turnbull (Eds.),
Reassessing the employment relationship (pp. 2140). New York: Palgrave Macmillan.
Delbridge, R. , & Keenoy, T. (2010). Beyond managerialism? The International Journal of
Human Resource Management, 21(6), 799817.
Derrida, J. (1986). Structure, sign, and play in the discourse of the human sciences. In R. C.
Davis (Ed.), Contemporary literary criticism: Modernism through poststructuralism (pp.
480498). London: Longman.
Derrida, J. (1988). Limited inc ( G. Graff , Ed.). Evanston: Northwestern University Press.
Derrida, J. (1997). Of grammatology ( G. Spivak , Trans.). Baltimore, MD: Johns Hopkins
University Press.
Dickens, L. (1998). What HRM means for gender equality. Human Resource Management
Journal, 8(1), 2340.
Edkins, J. (2007). Post-structuralism. In M. Griffiths (Ed.), International relations theory for the
twenty-first century: An introduction (pp. 8898). London: Routledge.
Fournier, V. , & Grey, C. (2000). At the critical moment: Conditions and prospects for critical
management studies. Human Relations, 53(1), 732.
French, S. (2009). Critiquing the language of strategic management. Journal of Management
Development, 28(1), 617.
Harley, B. , & Hardy, C. (2004). Firing blanks? An analysis of discursive struggle in HRM.
Journal of Management Studies, 41(3), 377400.
Havermans, L. A. , Keegan, A. , & Den Hartog, D. N. (2015). Choosing your words carefully:
Leaders narratives of complex emergent problem resolution. International Journal of Project
Management, 33(5), 973984.
Healy, G. (1999). Structuring commitments in interrupted careers: Career brake, commitment
and the life cycle in teaching. Gender, Work and Organization, 6(4), 185201.
Janssens, M. , & Steyaert, C. (2009). HRM and performance: A plea for reflexivity in HRM
studies. Journal of Management Studies, 46(1), 143155.
Jayawardena, D. (2014). HRM as a web of texts: (Re)articulating the identity of HRM in Sri
Lankas localized global apparel industry. Organization Management Journal, 11(4), 289298.
Jenkins, K. (2000). A postmodern reply to Perez Zagorin. History and Theory, 39(2), 181200.
Jones, C. (2004). Jacques Derrida. In S. Linstead (Ed.), Organization theory and postmodern
thought (pp. 3463). London: Sage.
Jones, C. (2009). Poststructuralism in critical management studies. In M. Alvesson , T.
Bridgman , & H. Willmott (Eds.), The Oxford handbook of critical management studies (pp.
7698). Oxford: Oxford University Press.
Kamoche, K. (1995). Rhetoric, ritualism, and totemism in human resource management.
Human Relations, 48(4), 367385.
Keenoy, T. (1990). Human resource management: Rhetoric, reality and contradiction. The
International Journal of Human Resource Management, 1(3), 363384.
49Keenoy, T. (1997). HRMism and the languages of re-presentation. Journal of Management
Studies, 34(5), 825841.
Keenoy, T. (1999). HRM as hologram: A polemic. Journal of Management Studies, 36(1),
123.
Keenoy, T. (2009). Human resource management. In M. Alvesson , T. Bridgman , & H.
Willmott (Eds.), The Oxford handbook of critical management studies (pp. 454472). Oxford:
Oxford University Press.
Keenoy, T. , & Anthony, P. (1992). HRM: Metaphor, meaning and morality. In P. Blyton & P.
Turnbull (Eds.), Reassessing human resource management (pp. 233255). London: Sage.
Learmonth, M. , & Morrell, K. (2019). Critical perspectives on leadership: The language of
corporate power. London: Routledge.
Legge, K. (1995). HRM: Rhetoric, reality and hidden agendas. In J. Storey (Ed.), Human
resource management: A critical text (pp. 3359). London: Routledge.
Legge, K. (1995/2005). Human resource management: Rhetorics and realities (Anniversary
ed.). Hampshire: Palgrave Macmillan.
Legge, K. (1998). The morality of HRM. In C. Mabey , D. Skinner , & T. Clark (Eds.),
Experiencing human resource management (pp. 1430). London: Sage.
Legge, K. (2001). Silver bullet or spent round? Assessing the meaning of the high
commitment management/performance relationship. In J. Storey (Ed.), Human resource
management: A critical text (pp. 2136). London: Thomson Learning.
Lvi-Strauss, C. (1963). Structural anthropology ( C. Jacobson & B. G. Schoepf , Trans.). New
York: Penguin Books.
Liang, H. , Marquis, C. , Renneboog, L. , & Sun, S. L. (2018). Future-time framing: The effect
of language on corporate future orientation. Organization Science, 29(6), 10931111.
Mueller, F. , & Carter, C. (2005). The HRM project and managerialism: Or why some
discourses are more equal than others. Journal of Organizational Change Management,
18(4), 369382.
Oswick, C. , Anthony, P. , Keenoy, T. , Mangham, I. L. , & Grant, D. (2000). A dialogic
analysis of organizational learning. Journal of Management Studies, 37(6), 887901.
Oswick, C. , Keenoy, T. , Sabelis, I. , & Ybema, S. (2005). Special issue emerging scholars,
developing perspectives, promising processes editors introduction. Organization
Management Journal, 2(3), 118122.
Parker, M. (1992). Post-modem organizations or postmodern organization theory?
Organization Studies, 13(1), 117.
Rhodes, C. , & Brown, A. D. (2005). Narrative, organizations and research. International
Journal of Management Reviews, 7(3), 167188.
Saussure de, F. (1970). On the nature of language. In M. Lane (Ed.), Introduction to
structuralism (pp. 4356). New York: Basic Books.
Saussure de, F. (1995). Course in general linguistics ( R. Harris , Trans.). London.
Duckworth.
Sisson, K. (1994). Personnel management: Paradigms, practice and prospects. In K. Sisson
(Ed.), Personnel management (pp. 350). Oxford: Blackwell.
Townley, B. (1993). Foucault, power/knowledge and its relevance for human resource
management. Academy of Management Review, 18(3), 518545.
50Truss, C., Gratton, L., Hailey, H. V., McGovern, P., & Stiles, P. (1997). Soft and hard
models of human resource management: A reappraisal. Journal of Management Studies,
34(1), 5373.
Vaughan, E. (1994). The trial between sense and sentiment: A reflection on the language of
HRM. Journal of General Management, 19(3), 2032.
Watson, T. J. (1995a). In search of HRM: Beyond the rhetoric and reality distinction or the
case of the dog that didnt bark. Personnel Review, 24(4), 616.
Watson, T. J. (1995b). Rhetoric, discourse and argument in organizational sense making: A
reflexive tale. Organization Studies, 16(5), 805821.
Gender and HRM
Agrawal, T. (2013). Are there glass-ceiling and sticky-floor effects in India? An empirical
examination. Oxford Development Studies, 41(3), 322342.
Arfken, D. E. , Bellar, S. L. , & Helms, M. M. (2004). The ultimate glass ceiling revisited: The
presence of women on corporate boards. Journal of Business Ethics, 50(2), 177186.
Berglund, K. , Ahl, H. , Pettersson, K. , & Tillmar, M. (2018). Womens entrepreneurship,
neoliberalism and economic justice in the postfeminist era: 62A discourse analysis of policy
change in Sweden. Gender, Work and Organization, 25(5), 531556.
Billing, Y. D. , & Alvesson, M. (2000). Questioning the notion of feminine leadership: A critical
perspective on the gender labelling of leadership. Gender, Work and Organization, 7(2),
144157.
Brewis, J. , Tyler, M. , & Mills, A. (2014). Sexuality and organizational analysis30 years on:
Editorial introduction. Organization, 21(3), 305311.
Burrell, G. (1984). Sex and organizational analysis. Organization Studies, 5(2), 97118.
Butler, J. (1990). Gender trouble: Feminism and subversion of identity. London: Routledge.
Butler, J. (1993). Bodies that matter. New York: Routledge.
Butler, J. (2004). Undoing gender. London: Routledge.
Chiu, W. C. K. , & Ng, C. W. (1999). Women-friendly HRM and organizational commitment: A
study among women and men of organizations in Hong Kong. Journal of Occupational and
Organizational Psychology, 72(4), 485502.
Coates, G. (2004). En-trusting appraisal to the trust. Gender, Work and Organization, 11(5),
566588.
Collins, J. C. , McFadden, C. , Rocco, T. S. , & Mathis, M. K. (2015). The problem of
transgender marginalization and exclusion: Critical actions for human resource development.
Human Resource Development Review, 14(2), 205226.
Collinson, D. , Knights, D. , & Collinson, M. (1990). Managing to discriminate. London:
Routledge.
Curran, M. (1988). Gender and recruitment: People and places in the labour market. Work,
Employment and Society, 2(3), 335351.
Davies, A. , & Thomas, R. (2000). Gender and human resource management: A critical
review. The International Journal of Human Resource Management, 11(6), 11251136.
de Riencourt, A. (1997). Woman and power in history. New Delhi: Sterling Paperback.
Dickens, L. (1998). What HRM means for gender equality. Human Resource Management
Journal, 8(1), 2340.
Dreher, G. F. (2003). Breaking the glass ceiling: The effects of sex ratios and work-life
programs on female leadership at the top. Human Relations, 56(5), 541562.
Engels, F. (1845/1975). The condition of working class in England. In Karl Marx and
Frederick Engels collected works (Vol. 4, pp. 297583). Moscow: Progress Publishers.
Everly, B. A. , & Schwarz, J. L. (2015). Predictors of the adoption of LGBT-friendly HR
policies. Human Resource Management, 54(2), 367384.
Federici, S. (2012). Revolution at point zero: Housework, reproduction, and feminist struggle.
Oakland: PM Press.
Fotaki, M. , & Pullen, A. (2019). Introducing affective embodiment and diversity. In M. Fotaki
& A. Pullen (Eds.), Diversity, affect and embodiment in organizing (pp. 119). Cham: Palgrave
Macmillan.
Gatrell, C. J. , & Cooper, C. L. (2007). (No)cracks in the glass ceiling: Women managers,
stress and the barriers to success. In D. Biliomoria & S. K. Piderit (Eds.), Handbook on
women in business and management (pp. 5777). Glos: Edward Elgar Publishing Ltd.
63 Gedro, J. , Mizzi, R. C. , Rocco, T. S. , & van Loo, J. (2013). Going global: Professional
mobility and concerns for LGBT workers. Human Resource Development International, 16(3),
282297.
Goldin, C. D. (1991). The role of world war II in the rise of womens employment. The
American Economic Review, 741756.
Greene, A. M. (2010). HRM and equal opportunities. In A. Wilkinson , N. Bacon , T. Redman ,
& S. Snell (Eds.), The Sage handbook of human resource management (pp. 231244).
London: Sage.
Healy, G. (1999). Structuring commitments in interrupted careers: Career brake, commitment
and the life cycle in teaching. Gender, Work and Organization, 6(4), 185201.
Itzin, C. (1995). The gender culture in organizations. In C. Itzin & J. Newman (Eds.), Gender,
culture and organizational change: Putting theory into practice (pp. 3053). London:
Routledge.
Jacoby, C. M. (1985). Employing bureaucracy: Managing, unions, and the transformation of
work in American industry, 19001945. New York: Columbia University Press.
Janssens, M. , & Steyaert, C. (2009). HRM and performance: A plea for reflexivity in HRM
studies. Journal of Management Studies, 46(1), 143155.
Jayawardena, D. (2014). HRM as a web of texts: (Re)articulating the identity of HRM in Sri
Lankas localized global apparel industry. Organization Management Journal, 11(4), 289298.
Jayawardena, D. (2015). On the burden of being-qua-non-being: In-between the lines of
(working-class) writings. In A. Pullen & C. Rhodes (Eds.), The Rout-ledge companion to
ethics, politics and organizations (pp. 150161). London: Routledge.
Kamenou, N. , & Fearfull, A. (2006). Ethnic minority women: A lost voice in HRM. Human
Resource Management Journal, 16(2), 154172.
Keenoy, T. (1999). HRM as hologram: A polemic. Journal of Management Studies, 36(1),
123.
Kulich, C. , & Ryan, M. K. (2017). The glass cliff. Oxford Research Encyclopedia of Business
and Management. doi:10.1093/acrefore/9780190224851.013.42
Lane, N. (2000). The management implications of womens employment disadvantage in a
female-dominated profession: A study of NHS nursing. Journal of Management Studies,
37(5), 705731.
Legge, K. (1995). HRM: Rhetoric, reality and hidden agendas. In J. Storey (Ed.), Human
resource management: A critical text (pp. 3359). London: Routledge.
Legge, K. (1995/2005). Human resource management: Rhetorics and realities (Anniversary
ed.). Hampshire: Palgrave Macmillan.
Liff, S. , & Wajcman, J. (1996). Sameness and difference revisited: Which way forward for
equal opportunity initiatives? Journal of Management Studies, 33(1), 7994.
Maddock, S. (1999). Changing women. New Delhi: Sage.
Marsden, R. (1997). Class discipline: IR/HR and the normalization of the work-force. In P.
Prasad , A. J. Mills , M. Elmes , & A. Prasad (Eds.), Managing the organizational melting pot:
Dilemmas of workplace diversity (pp. 107128). London: Sage.
Mies, M. (2014). Patriarchy and accumulation on a world scale: Women in the international
division of labour. London: Zed Books Ltd.
64 Moore, M. K. , Parkhouse, B. L. , & Konrad, A. M. (2001). Women in sport management:
Advancing the representation through HRM structures. Women in Management Review,
16(2), 5161.
Morgan, G. , & Knights, D. (1991). Gendering jobs: Corporate strategy, managerial control
and the dynamics of job segregation. Work, Employment and Society, 5(2), 181200.
Ozturk, M. B. , & Tatli, A. (2016). Gender identity inclusion in the workplace: Broadening
diversity management research and practice through the case of transgender employees in
the UK. The International Journal of Human Resource Management, 27(8), 781802.
Poelmans, S. A. Y. , Chinchilla, N. , & Cardona, P. (2003). The adaptation of family-friendly
HRM policies: Competing for scarce resources in the labour market. International Journal of
Manpower, 24(2), 128147.
Powell, G. N. , & Butterfield, D. A. (2015). The glass ceiling: What have we learned 20 years
on? Journal of Organizational Effectiveness: People and Performance, 2(4), 306326.
Steele, M. (1992). Human resource management: An opportunity for women? In B. Towers
(Ed.), The handbook of human resource management (pp. 277294). Oxford: Blackwell.
Summerfield, P. (2013). Women workers in the second world war: Production and patriarchy
in conflict. London: Routledge.
Torrington, D. (1991). Human resource management and the personnel function. In J. Storey
(Ed.), New perspectives on human resource management (pp. 5666). London: Routledge.
Townley, B. (1998). Beyond good and evil: Depth and division in management of human
resources. In A. McKinlay & K. Starkey (Eds.), Foucault, management and organization
theory: From panopticon to technologies of self (pp. 191210). London: Sage.
Truss, C. (1999). Human resource management: Gendered terrain. The International Journal
of Human Resource Management, 10(2), 180200.
Woodall, J. (1996). Human resource management and women: The vision of the genderblind. In B. Towers (Ed.), The handbook of human resource management (2nd ed., pp.
329352). Oxford: Blackwell.
Michel Foucault and Critical HRM
Alvesson, M. (2009). Critical perspectives on strategic HRM. In J. Storey , P. M. Wright , & D.
O. Ulrich (Eds.), The Routledge companion to strategic human resource management (pp.
5268). London: Routledge.
Alvesson, M. , Bridgman, T. , & Willmott, H. (2009). Introduction. In M. Alvesson , T.
Bridgman , & H. Willmott (Eds.), The Oxford handbook of critical management studies (pp.
128). Oxford: Oxford University Press.
Barratt, E. (2002). Foucault, Foucauldianism and human resource management. Personnel
Review, 31(2), 189204.
Barratt, E. (2003). Foucault, HRM and the ethos of the critical management scholars. Journal
of Management Studies, 40(5), 10701087.
Barratt, E. (2008). The later Foucault in organization and management studies. Human
Relations, 61(4), 515537.
Burrell, G. (1988). Modernism, post modernism and organizational analysis 2: The
contribution of Michel Foucault. Organization Studies, 9(2), 221235.
Cals, M. B. , & Smircich, L. (1991). Voicing seduction to silence leadership. Organization
Studies, 12(4), 567601.
Cooper, R. (1989). Modernism, post modernism and organizational analysis 3: The
contribution of Jacques Derrida. Organization Studies, 10(4), 479502.
Dale, K. (2012). The employee as dish of the day: The ethics of the consuming/consumed
self in human resource management. Journal of Business Ethics, 111(1), 1324.
De Gama, N. , McKenna, S. , & Peticca-Harris, A. (2012). Ethics and HRM: Theoretical and
conceptual analysis. Journal of Business Ethics, 111(1), 97108.
Delbridge, R. , & Keenoy, T. (2010). Beyond managerialism? The International Journal of
Human Resource Management, 21(6), 799817.
Deleuze, G. , & Guattari, F. (1994). What is philosophy? ( H. Tomlinson & G. Burchill ,
Trans.). London: Verso.
Findlay, P. , & Newton, T. (1998). Re-framing Foucault: The case of performance appraisal.
In A. McKinlay & K. Starkey (Eds.), Foucault, management and organization theory: From
panopticon to technologies of self (pp. 211229). London: Sage.
Fontana, A. , & M. Bertani (2003). Situating the lectures. In M. Foucault , Society must be
defended: Lectures at the Collge de France, 197576 (pp. 273293). New York: Picador.
Foucault, M. (1970/2005). The order of things: An archaeology of the human sciences.
London: Routledge.
Foucault, M. (1972). The archaeology of knowledge ( A. M. S. Smith , Trans.). London:
Tavistock Publications.
Foucault, M. (1977/1995). Discipline and punish: The birth of the prison ( A. Sheridan ,
Trans.). New York: Vintage Books.
Foucault, M. (1979). The history of sexuality volume 1: The will to knowledge ( R. Hurley ,
Trans.). London: Penguin Books.
Foucault, M. (1980). Power/knowledge: Selected interviews and other writings 19721977 ( C.
Gordon , Ed.). New York: Pantheon Books.
Foucault, M. (1984a). The history of sexuality volume 2: The use of pleasure ( R. Hurley ,
Trans.). London: Penguin Books.
75 Foucault, M. (1984b). The history of sexuality volume 3: The care of the self ( R. Hurley ,
Trans.). London: Penguin Books.
Foucault, M. (1984c). Polemics, politics and problemizations. In P. Rabinow (Ed.), The
Foucault reader (pp. 381390). London: Pantheon Books.
Foucault, M. (1988). Madness and civilization: A history of insanity in the age of reason ( R.
Howard , Trans.). New York: Vintage Books.
Foucault, M. (1994). The birth of the clinic: An archaeology of medical perception ( A. M. S.
Smith , Trans.). New York: Vintage Books.
Foucault, M. (2003). Society must be defended: Lectures at the Collge de France, 19751976
( D. Macey , Trans.). New York: Picador.
Foucault, M. (2008). The birth of biopolitics. Lectures at the Collge de France 19781979 ( M.
Senellart , Ed. & G. Burchell , Trans.). London: Palgrave Macmillan.
Fournier, V. , & Grey, C. (2000). At the critical moment: Conditions and prospects for critical
management studies. Human Relations, 53(1), 732.
Grey, C. (1994). Career as a project of the self and labour process discipline. Sociology,
28(2), 479497.
Howarth, D. (2002). An archaeology of political discourse? Evaluating Michel Foucaults
explanation and critique of ideology. Political Studies, 50(1), 117135.
Johnsen, R. , & Gudmand-Hyer, M. (2010). Lacan and the lack of humanity in HRM.
Organization, 17(3), 331344.
Jones, C. (2007). Editorial introduction to special issue Levinas, business, ethics. Business
Ethics: A European Review, 16(3), 196202.
Jones, C. (2009). Poststructuralism in critical management studies. In M. Alvesson , T.
Bridgman , & H. Willmott (Eds.), The Oxford handbook of critical management studies (pp.
7698). Oxford: Oxford University Press.
Jones, C. (2010). Editorial introduction: Derrida, business, ethics. Business Ethics: A
European Review, 19(3), 235237.
Kamoche, K. (1995). Rhetoric, ritualism, and totemism in human resource management.
Human Relations, 48(4), 367385.
Kamoche, K. , & Newenham-Kahindi, A. (2012). Knowledge appropriation and HRM: The
MNC experience in Tanzania. The International Journal of Human Resource Management,
23(14), 28542873.
Keenoy, T. (1997). HRMism and the languages of re-presentation. Journal of Management
Studies, 34(5), 825841.
Keenoy, T. (1999). HRM as hologram: A polemic. Journal of Management Studies, 36(1),
123.
Keenoy, T. (2009). Human resource management. In M. Alvesson , T. Bridgman , & H.
Willmott (Eds.), The Oxford handbook of critical management studies (pp. 454472). Oxford:
Oxford University Press.
Keenoy, T. , & Anthony, P. (1992). HRM: Metaphor, meaning and morality. In P. Blyton , & P.
Turnbull (Eds.), Reassessing human resource management (pp. 233255). London: Sage.
Learmonth, M. (1999). The national health service manager, engineer and father? A
deconstruction. Journal of Management Studies, 36(7), 9991012.
Legge, K. (1995/2005). Human resource management: Rhetorics and realities (Anniversary
ed.). Hampshire: Palgrave Macmillan.
76 Lemke, T. (2002). Foucault, governmentality, and critique. Rethinking Marxism, 14(3),
4964.
McKinlay, A. , & Starkey, K. (Eds.). (1998). Foucault, management and organization theory:
From panopticon to technologies of self. London: Sage.
McNay, L. (1992). Foucault and feminism: Power, gender and the self. London: Polity Press.
Munro, I. (2012). The management of circulations: Biopolitical variations after Foucault.
International Journal of Management Reviews, 14(3), 345362.
Oswick, C. , Fleming, P. , & Hanlon, G. (2011). From borrowing to blending: Rethinking the
processes of organizational theory building. Academy of Management Review, 36(2),
318337.
Rabinow, P. (Ed.). (1984). The Foucault reader. New York: Pantheon Books.
Raffnse, S. , Mennicken, A. , & Miller, P. (2019). The Foucault effect in organization studies.
Organization Studies, 40(2), 155182.
Townley, B. (1993a). Performance appraisal and the emergence of management. Journal of
Management Studies, 30(2), 221238.
Townley, B. (1993b). Foucault, power/knowledge and its relevance for human resource
management. Academy of Management Review, 18(3), 518545.
Townley, B. (1995). Managing by numbers: Accounting, personnel management and the
creation of a mathesis. Critical Perspectives on Accounting, 6(6), 555575.
Townley, B. (1997). The institutional logic of performance appraisal. Organization Studies,
18(2), 261285.
Townley, B. (1998). Beyond good and evil: Depth and division in management of human
resources. In A. McKinlay & K. Starkey (Eds.), Foucault, management and organization
theory: From panopticon to technologies of self (pp. 191210). London: Sage.
Townley, B. (2002). Managing with modernity. Journal of Management Studies, 9(4), 549573.
Townley, B. (2004). Managerial technologies, ethics and managing. Journal of Management
Studies, 41(3), 425445.
Weiskopf, R. , & Munro, I. (2012). Management of human capital: Discipline, security and
controlled circulation in HRM. Organization, 19(6), 685702.
The Global South and Critical HRM
Azolukwam, V. A. , & Perkins, S. J. (2009). Managerial perspectives on HRM in Nigeria:
Evolving hybridization? Cross Cultural Management: An International Journal, 16(1), 6282.
Barthes, R. (2000). Mythologies. London: Vintage.
Bhabha, H. K. (1984, Spring). Of mimicry and man: The ambivalence of colonial discourse.
October, 28, 125133.
Bhabha, H. K. (1985). Signs taken for wonders: Questions of ambivalence and authority
under a tree outside Delhi, May 1817. Critical Inquiry, 12(1), 144165.
Bhabha, H. K. (1994). The location of culture. New York: Routledge.
Bischoff, C. , & Wood, G. (2018). HRM in Sub-Saharan Africa: Comparative perspectives. In
C. Brewster , W. Mayrhofer , & E. Farndale (Eds.), Handbook of research on comparative
human resource management (pp. 518533). London: Edward Elgar Publishing.
Budhwar, P. S. , & Varma, A. (2011). Emerging HR management trends in India and the way
forward. Organizational Dynamics, 4(40), 317325.
Budhwar, P. S. , Varma, A. , & Hirekhan, M. (2018). HRM in the Indian sub-continent. In C.
Brewster , W. Mayrhofer , & E. Farndale (Eds.), Handbook of research on comparative
human resource management (pp. 534553). London: Edward Elgar Publishing.
Coronado, G. (2012). Constructing the neocolonial manager: Orientalizing Lain America in
the textbooks. In A. Prasad (Ed.), Against the grain: Advances in postcolonial organization
studies (pp. 155175). Copenhagen: Copenhagen Business School.
Delbridge, R. , & Keenoy, T. (2010). Beyond managerialism? The International Journal of
Human Resource Management, 21(6), 799817.
Derrida, J. (1978). Writing and difference ( A. Bass , Trans.). Chicago: The University of
Chicago Press.
Dibben, P. , Brewster, C. , Brookes, M. , Cunha, R. , Webster, E. , & Wood, G. (2017).
Institutional legacies and HRM: Similarities and differences in HRM practices in Portugal and
Mozambique. The International Journal of Human Resource Management, 28(18),
25192537.
Dicken, P. (2003). Global shift: Reshaping the global economic map in the 21st century.
London: Sage.
Dicken, P. (2007). Global shift: Mapping the changing contours of the world economy.
London: Sage.
Esteva, G. , & Prakash, M. S. (1998). Grassroots post-modernism: Remaking the soil of
cultures. London: Zed Books.
Frenkel, M. , & Shenhav, Y. (2006). From binarism back to hybridity: A postcolonial reading of
management and organization studies. Organization Studies, 27(6), 855876.
Ghebregiorgis, F. , & Karsten, L. (2007). Human resource management and performance in a
developing country: The case of Eritrea. The International Journal of Human Resource
Management, 18(2), 321332.
Gray, K. , & Gills, B. K. (2016). South-South cooperation and the rise of the Global South.
Third World Quarterly, 37(4), 557574.
Harvey, M. (2002). Human resource management in Africa: Alices adventures in wonderland.
The International Journal of Human Resource Management, 13(7), 11191145.
89 Harvey, D. (2005). A brief history of neoliberalism. Oxford: Oxford University Press.
Hermans, M. (2018). Comparative HRM research in South America: A call for comparative
institutional approaches. In C. Brewster , W. Mayrhofer , & E. Farndale (Eds.), Handbook of
research on comparative human resource management (pp. 222427). Cheltenham: Edward
Elgar Publishing.
Horner, R. , & Nadvi, K. (2018). Global value chains and the rise of the Global South:
Unpacking twenty-first century polycentric trade. Global Networks, 18(2), 207237.
Jackson, T. (2002). Reframing human resource management in Africa: A cross-cultural
perspective. The International Journal of Human Resource Management, 13(7), 9981018.
Jackson, T. (2014). International HRM: A cross-cultural perspective. In D. G. Collings , G. T.
Wood , & P. M. Caligiuri (Eds.), The Routledge companion to international human resource
management (pp. 138152). London: Routledge.
Jayawardena, D. (2014). HRM as a web of texts: (Re)articulating the identity of HRM in Sri
Lankas localized global apparel industry. Organization Management Journal, 11(4), 289298.
Jayawardena, K. (2000). Nobodies to somebodies: The rise of the colonial bourgeoisie in Sri
Lanka. Colombo: Social Scientists Association and Sanjiva Books.
Kadirgamar, A. (2017). The neoliberal turn in Sri Lanka: Global financial flows and
construction after 1977. Polity, 7(2), 813.
Kamoche, K. , Chizema, A. , Mellahi, K. , & Newenham-Kahindi, A. (2012). New directions in
the management of human resources in Africa. The International Journal of Human Resource
Management, 23(14), 28252834.
Kamoche, K. , & Newenham-Kahindi, A. (2012). Knowledge appropriation and HRM: The
MNC experience in Tanzania. The International Journal of Human Resource Management,
23(14), 28542873.
Keenoy, T. (2009). Human resource management. In M. Alvesson , T. Bridgman , & H.
Willmott (Eds.), The Oxford handbook of critical management studies (pp. 454472). Oxford:
Oxford University Press.
Kelegama, S. (2005). Ready-made garment industry in Sri Lanka: Preparing to face the
global challenges. Asia-Pacific Trade and Investment Review, 1(1), 5167.
Legge, K. (1995/2005). Human resource management: Rhetorics and realities ( Anniversary
ed.). Hampshire: Palgrave Macmillan.
Legge, K. (1998). The morality of HRM. In C. Mabey , D. Skinner , & T. Clark (Eds.),
Experiencing human resource management (pp. 1430). London: Sage.
Mohanty, C. T. (1991). Under western eyes: Feminist scholarships and colonial discourses.
In C. T. Mohanty , A. Russo , & L. Torres (Eds.), Third world women and the politics of
feminism (pp. 5180). Bloomington: Indiana University Press.
Mohanty, C. T. (2003). Feminism without borders: Decolonizing theory, practicing solidarity.
London: Duke University Press.
Mohanty, C. T. , Russo, A. , & Torres, L. (Eds.). (1991). Third world women and the politics of
feminism. Bloomington: Indiana University Press.
Morishima, M. (1995). The Japanese human resource management system: A learning
bureaucracy. In L. F. Moore & P. D. Jennings (Eds.), Human resource management on the
pacific rim: Institutions, practices, and attitudes (pp. 119150). New York: Walter de Gruyter.
90 Mueller, F. , & Carter, C. (2005). The HRM project and managerialism: Or why some
discourses are more equal than others. Journal of Organizational Change Management,
18(4), 369382.
Perera, N. (1999). Decolonizing Ceylon: Colonialism, nationalism, and the politics of space in
Sri Lanka. New Delhi: Oxford University Press.
Perez Arrau, G. , Eades, E. , & Wilson, J. (2012). Managing human resources in the Latin
American context: The case of Chile. The International Journal of Human Resource
Management, 23(15), 31333150.
Pio, E. (2007). HRM and Indian epistemologies: A review and avenues for future research.
Human Resource Management Review, 17(3), 319335.
Rehbein, B. (2018). Critical theory after the rise of the Global South. In A. K. Giri (Ed.), Social
theory and Asian dialogues (pp. 4967). Singapore: Palgrave Macmillan.
Rhodes, C. , & Westwood, R. (2007). Letting knowledge go: Ethics and representation of
other in international and cross-cultural management. In C. Carter , S. Clegg , M. Kornberger
, S. Laske , & M. Messner (Eds.), Business ethics as practice: Representation, reflexivity and
performance (pp. 6883). Cheltenham: Edward Elgar Publishing Inc.
Said, E. W. (1995). Orientalism. Harmondsworth: Penguin.
Sparrow, P. R. , & Budhwar, P. S. (1997). Competition and change: Mapping the Indian HRM
recipe against world-wide patterns. Journal of World Business, 32(3), 224242.
Spivak, G. C. (1988). In other worlds: Essays in cultural politics. London: Routledge.
Srinivas, N. (2008). Mimicry and revival: The transfer and transformation of management
knowledge to India, 19591990. International Studies of Management and Organization, 38(4),
3857.
Thomas, C. (1999). Where is the third world now? Review of International Studies, 25(5),
225244.
Townley, B. (1993). Performance appraisal and the emergence of management. Journal of
Management Studies, 30(2), 221238.
Watson, T. J. (1995). In search of HRM: Beyond the rhetoric and reality distinction or the
case of the dog that didnt bark. Personnel Review, 24(4), 616.
Watson, T. J. (2007). HRM, ethical irrationality, and the limits of ethical action. In A. H.
Pinnington , R. Macklin , & T. Campbell (Eds.), Human resource management: Ethics and
employment (pp. 223236). Oxford: Oxford University Press.
Yahiaoui, D. (2015). Hybridization: Striking a balance between adoption and adaptation of
human resource management practices in French multinational corporations and their
Tunisian subsidiaries. The International Journal of Human Resource Management, 26(13),
16651693.
Ethics and Critical HRM
Alamgir, F. , & Alakavuklar, O. N. (2020). Compliance codes and women
workers(mis)representation and (non)recognition in the apparel industry of Bangladesh.
Journal of Business Ethics, 165(2), 295310.
113 Ameriks, K. , & Clarke, D. M. (2000). Introduction. In Aristotle, Nicomachean ethics (pp.
viixxxv). Cambridge: Cambridge University Press.
Aristotle . (2000). Nicomachean ethics ( K. Ameriks & D. M. Clarke , Trans.). Cambridge:
Cambridge University Press.
Arjoon, S. , Turriago-Hoyos, A. , & Thoene, U. (2018). Virtuousness and the common good
as a conceptual framework for harmonizing the goals of the individual, organizations, and the
economy. Journal of Business Ethics, 147(1), 143163.
Barnes, J. (2000). Aristotle: A very short introduction. Oxford: Oxford University Press.
Bentham, J. (1781/2000). An introduction to the principles of morals and legislation.
Kitchener: Batoche Books.
Boje, D. M. , & Khan, F. R. (2009). Story-branding by empire entrepreneurs: Nike, child
labour, and Pakistans soccer ball industry. Journal of Small Business & Entrepreneurship,
22(1), 924.
Bowie, N. E. (1999). A Kantian approach to business ethics. In R. E. Frederick (Ed.), A
companion to business ethics (pp. 316). Oxford: Blackwell Publishers Ltd.
Bowie, N. E. (2002). A Kantian approach to business ethics. In T. Donaldson , P. H. Werhane
, & M. Cording (Eds.), Ethical issues in business: A philosophical approach (7th ed.) (pp.
6171). Upper Saddle River, NJ: Prentice Hall.
Bowie, N. E. (2019). Kantian business ethics. In H. LaFollette (Ed.), International
encyclopedia of ethics (pp. 18). Chichester: John Wiley & Sons Ltd.
doi:10.1002/9781444367072.wbiee897
Bragues, G. (2018). Theorists and philosophers on business ethics. In E. Heath , B. Kaldis ,
& A. Marcoux (Eds.), The Routledge companion to business ethics (pp. 2337). London:
Routledge.
Brummer, J. (1985). Business ethics: Micro and macro. Journal of Business Ethics, 4(2),
8191.
Burns, J. H. (2005). Happiness and utility: Jeremy Benthams equation. Utilitas, 17(1), 4661.
Campbell, T. , Pinnington, A. , Macklin, R. , & Smith, S. (2007). Conclusion. In A. H.
Pinnington , R. Macklin , & T. Campbell (Eds.), Human resource management: Ethics and
employment (pp. 282291). Oxford: Oxford University Press.
Cooke, F. L. (2018). Concepts, contexts, and mindsets: Putting human resource
management research in perspectives. Human Resource Management Journal, 28(1), 113.
Dale, K. (2012). The employee as Dish of the Day: The ethics of the consuming/consumed
self in human resource management. Journal of Business Ethics, 111(1), 1324.
De Colle, S. , & Werhane, P. H. (2008). Moral motivation across ethical theories: What can
we learn for designing corporate ethics programs? Journal of Business Ethics, 81(4), 751764.
De Gama, N. , McKenna, S. , & Peticca-Harris, A. (2012). Ethics and HRM: Theoretical and
conceptual analysis. Journal of Business Ethics, 111(1), 97108.
Derrida, J. (1978). Writing and difference ( A. Bass , Trans.). Chicago. The University of
Chicago Press.
Derrida, J. (1981). Dissemination ( B. Johnson , Trans.). London: Continuum.
Derrida, J. (1997). Of grammatology ( G. Spivak , Trans.). Baltimore, MD: Johns Hopkins
University Press.
114 Fukuyama, F. (1989). The end of history? The National Interest, 16, 318.
Fulcher, J. (2004). Capitalism: A very short introduction. Oxford: Oxford University Press.
Gensler, H. J. , Spurgin, E. W. , & Swindal, J. (Eds.). (2004). Ethics: Contemporary readings.
London: Routledge.
Greenwood, M. , & De Cieri, H. (2007). Stakeholder theory and the ethics of HRM. In A. H.
Pinnington , R. Macklin , & T. Campbell (Eds.), Human resource management: Ethics and
employment (pp. 119136). Oxford: Oxford University Press.
Greenwood, M. (2013). Ethical analyses of HRM: A review and research agenda. Journal of
Business Ethics, 114(2), 355366.
Greenwood, M. R. (2002). Ethics and HRM: A review and conceptual analysis. Journal of
Business Ethics, 36(3), 261278.
Greenwood, M. , & Freeman, R. E. (2011). Ethics and HRM: The contribution of stakeholder
theory. Business & Professional Ethics Journal, 30(3/4), 269292.
Guest, D. E. , & Woodrow, C. (2012). Exploring the boundaries of human resource managers
responsibilities. Journal of Business Ethics, 111(1), 109119.
Gustafson, A. (2018). Consequentialism and non-consequentialism. In E. Heath , B. Kaldis ,
& A. Marcoux (Eds.), The Routledge companion to business ethics (pp. 7995). London:
Routledge.
Harvey, D. (2005). A brief history of neoliberalism. Oxford: Oxford University Press.
Jack, G. , Greenwood, M. , & Schapper, J. (2012). Frontiers, intersections and engagements
of ethics and HRM. Journal of Business Ethics, 111(1), 112.
Jayawardena, D. (2015). On the burden of being-qua-non-being: In-between the lines of
(working-class) writings. In A. Pullen & C. Rhodes (Eds.), The Rout-ledge companion to
ethics, politics and organizations (pp. 150161). London: Routledge.
Jones, C. (2003). As if business ethics were possible, within such limits Organization, 10(2),
223248.
Jones, C. (2007). Editorial introduction to special issue Levinas, business, ethics. Business
Ethics: A European Review, 16(3), 196202.
Jones, C. , Parker, M. , & ten Bos, R. (2005). For business ethics. London: Routledge.
Kalupahana, D. J. (1995). Ethics in early Buddhism. New Delhi: Motilal Banarsidass
Publishers.
Kamenou, N. , & Fearfull, A. (2006). Ethnic minority women: A lost voice in HRM. Human
Resource Management Journal, 16(2), 154172.
Kant, I. (1785/2005). The moral law: Groundwork of the metaphysic of morals ( H. J. Paton ,
Trans.). London: Routledge.
Kant, I. (1790/2000). Critique of the power of judgment ( P. Guyer & E. Matthews , Trans.).
New York: Cambridge University Press.
Kant, I. (1879/2004). Critique of practical reason and other works on the theory of ethics ( T.
K. Abbott , Trans.). New York: Barnes & Noble Books.
Karamali, E. (2007). Has the guest arrived yet? Emmanuel Levinas, a stranger in business
ethics. Business Ethics: A European Review, 16(3), 313321.
Khan, F. R. , Westwood, R. , & Boje, D. M. (2010). I feel like a foreign agent: NGOs and
corporate social responsibility interventions into third world child labor. Human Relations,
63(9), 14171438.
115 Kopf, D. A. , Boje, D. , & Torres, I. M. (2010). The good, the bad and the ugly: Dialogical
ethics and market information. Journal of Business Ethics, 94(2), 229285.
Kotz, D. M. (2009). The financial and economic crisis of 2008: A systemic crisis of neoliberal
capitalism. Review of Radical Political Economics, 41(3), 305317.
Legge, K. (1995/2005). Human resource management: Rhetorics and realities (Anniversary
ed.). Hampshire: Palgrave Macmillan.
Legge, K. (1998a). Is HRM ethical? Can HRM ethical? In M. Parker (Ed.), Ethics and
organizations (pp. 151172). London: Sage.
Legge, K. (1998b). The morality of HRM. In C. Mabey , D. Skinner & T. Clark (Eds.),
Experiencing human resource management (pp. 1430). London: Sage.
Legge, K. (2007). The ethics of HRM in dealing with individual employees without collective
representation. In A. H. Pinnington , R. Macklin , & T. Campbell (Eds.), Human resource
management: Ethics and employment (pp. 3551). Oxford: Oxford University Press.
Levinas, E. (1969). Totality and infinity: An essay on exteriority ( A. Lingis , Trans.).
Pittsburgh, PA: Duquesne University Press.
Levinas, E. (1998). Other than being or beyond essence ( A. Lingis , Trans.). Pittsburgh, PA:
Duquesne University Press.
Levinas, E. (2007). Entre nous ( M. B. Smith & B. Harshav , Trans.). London: Continuum.
Levinas, E. (1989). The Levinas reader ( S. Hand , Ed.). Oxford: Basil Blackwell.
McVea, J. F. , & Freeman, R. E. (2005). A names-and-faces approach to stake-holder
management: How focusing on stakeholders as individuals can bring ethics and
entrepreneurial strategy together. Journal of Management Inquiry, 14(1), 5769.
Mill, J. S. (1861/1998). Utilitarianism. Oxford: Oxford University Press.
Mugumbate, J. , & Nyanguru, A. (2013). Exploring African philosophy: The value of ubuntu in
social work. African Journal of Social Work, 3(1), 82100.
OHagan, E. (2018). Anatt and Ethics: Kantian and Buddhist themes. In G. F. Davis (Ed.),
Ethics without self, Dharma without Atman: Western and Buddhist philosophical traditions in
dialogue (pp. 145159). Cham: Springer.
Ozkazanc-Pan, B. (2019). CSR as gendered neocoloniality in the Global South. Journal of
Business Ethics, 160(4), 851864.
Parker, M. , Cheney, G. , Fournier, V. , & Land, C. (Eds.). (2014). The Routledge companion
to alternative organization. London: Routledge.
Paton, H. J. (1948). The moral law: Kants groundwork of the metaphysic of morals. London:
Hutchinson University Library.
Phillips, R. (2003). Stakeholder theory and organizational ethics. San Francisco, CA: BerrettKoehler Publishers.
Pinnington, A. Macklin, R. , & Campbell, T. (2007). Introduction: Ethical human resource
management. In A. H. Pinnington , R. Macklin , & T. Campbell (Eds.), Human resource
management: Ethics and employment (pp. 120). Oxford: Oxford University Press.
Plato . (1993). The last days of Socrates ( H. Tredennick & H. Tarrant , Trans.). London:
Penguin Books.
Prasad, A. (2012). Working against the grain: Beyond Eurocentrism in organization studies.
In A. Prasad (Ed.), Against the grain: Advances in postcolonial organization studies (pp.
1331). Copenhagen: Copenhagen Business School.
116 Rhodes, C. , & Harvey, G. (2012). Agonism and the possibilities of ethics for HRM.
Journal of Business Ethics, 111(1), 4959.
Robinson, R. M. (2018). Friendships of virtue, pursuit of the moral community, and the ends
of business. Journal of Business Ethics, 151(1), 85100.
Seneviratne, P. (2019). Estranged labour on the global assembly line? Sewing girls of postcolonial garment factories in Sri Lanka. Journal of International Womens Studies, 20(2),
151165.
Sison, A. J. G. , & Ferrero, I. (2015). How different is neo-Aristotelian virtue from positive
organizational virtuousness? Business Ethics: A European Review, 24(S2), S78S98.
Sisson, K. (1994). Personnel management: Paradigms, practice and prospects. In K. Sisson
(Ed.), Personnel management (pp. 350). Oxford: Blackwell.
Solomon, R. (2004). Aristotle, ethics and business organizations. Organizational Studies,
25(6), 10211043.
Sweet, D. (2004). Introduction. In I. Kant, Critique of practical reason and other works on the
theory of ethics (pp. viixii). New York: Barnes & Noble Books.
Thompson, P. (2011). The trouble with HRM. Human Resource Management Journal, 21(4),
355367.
Townley, B. (1993). Foucault, power/knowledge and its relevance for human resource
management. Academy of Management Review, 18(3), 518545.
Tredennick, H. , & Tarrant, H. (1993). Notes. In Plato, The last days of Socrates (pp.
192231). London: Penguin Books.
Watson, T. J. (2007). HRM, ethical irrationality, and the limits of ethical action. In A. H.
Pinnington , R. Macklin , & T. Campbell (Eds.), Human resource management: Ethics and
employment (pp. 223236). Oxford: Oxford University Press.
Wenar, L. (2017). John Rawls. In E. L. Salta (Ed.), Stanford encyclopedia of philosophy.
Retrieved from https://plato.stanford.edu/entries/rawls/
Werhane, P. H. , & Freeman, R. E. (1999). Business ethics: The state of the art. International
Journal of Management Reviews, 1(1), 116.
Wilcox, T. (2012). Human resource management in a compartmentalized world: Whither
moral agency? Journal of Business Ethics, 111(1), 8596.
Winstanley, D. , & Woodall, J. (2000). The ethical dimension of human resource
management. Human Resource Management Journal, 10(2), 520.
Winstanley, D. , Woodall, J. , & Heery, E. (1996). Business ethics and human resource
management. Personnel Review, 25(6), 512.
Wright, P. M. , & Boswell, W. R. (2002). Desegregating HRM: A review and synthesis of
micro and macro human resource management research. Journal of Management, 28(3),
247276.
Mobility, Diversity and HRM
Al Ariss, A. , & Sidani, Y. (2016). Comparative international human resource management:
Future research directions. Human Resource Management Review, 26(4), 352358.
Armstrong, M. , & Taylor, S. (2014). Armstrongs handbook of human resource management
practice (13th ed.). London: Kogan Page Publishers.
Banerjee, S. B. , & Linstead, S. (2001). Globalization, multiculturalism and other fictions:
Colonialism for new millennium. Organization, 8(4), 683772.
Benschop, Y. (2001). Pride, prejudice and performance: Relations between HRM, diversity
and performance. The International Journal of Human Resource Management, 12(7),
11661181.
Berger, L. J. , Essers, C. , & Himi, A. (2017). Muslim employees within white organizations:
The case of Moroccan workers in the Netherlands. The International Journal of Human
Resource Management, 28(8), 11191139.
Cals, M. B. , Holgersson, C. , & Smircich, L. (2009). Diversity management? Translation?
Travel? Scandinavian Journal of Management, 25(4), 349351.
Dao, T. , Docquier, F. , Maurel, M. , & Schaus, P. (2018). Global migration in the 20th and
21st centuries: The unstoppable force of demography. HAL Id: hal-01743799. Retrieved from
https://hal.archives-ouvertes.fr/hal-01743799
134 Delbridge, R. , & Keenoy, T. (2010). Beyond managerialism? The International Journal of
Human Resource Management, 21(6), 799817.
Dickens, L. (1994). The business case for womens equality. Employee Relations, 16(8), 518.
Dickens, L. (1998). What HRM means for gender equality. Human Resource Management
Journal, 8(1), 2340.
Dickens, L. (1999). Beyond the business case: A three-pronged approach to equality action.
Human Resource Management Journal, 9(1), 919.
Dickens, L. (2006). Re-regulation for gender equality: From either/or to both. Industrial
Relations Journal, 37(4), 299309.
Faria, A. (2015). Reframing diversity management. In R. Bendl , I. Bleijenbergh , E.
Henttonen , & A. J. Mills (Eds.), The Oxford handbook of diversity in organizations (pp.
127152). Oxford: Oxford University Press.
Fassmann, H. , & Munz, R. (1992). Patterns and trends of international migration in Western
Europe. The Population and Development Review, 18(3), 457480.
Foster, C. , & Harris, L. (2005). Easy to say, difficult to do: Diversity management in retail.
Human Resource Management Journal, 15(3), 417.
Fotaki, M. , & Pullen, A. (2019). Introducing affective embodiment and diversity. In M. Fotaki
& A. Pullen (Eds.), Diversity, affect and embodiment in organizing (pp. 119). Cham: Palgrave
Macmillan.
Frenkel, M. (2008). The multinational corporation as a third space: Rethinking international
management discourse on knowledge transfer through Homi Bhabha. Academy of
Management Review, 33(4), 924942.
Frenkel, M. , & Shenhav, Y. (2006). From binarism back to hybridity: A postcolonial reading of
management and organization studies. Organization Studies, 27(6), 855876.
Greene, A. M. (2010). HRM and equal opportunities. In A. Wilkinson , N. Bacon , T. Redman ,
& S. Snell (Eds.), The Sage handbook of human resource management (pp. 231244).
London: Sage.
Greene, A. M. (2019). HRM, equality and diversity. In A. Wilkinson , N. Bacon , S. Snell , & D.
Lepak (Eds.), The Sage handbook of human resource management (2nd ed., pp. 238252).
London: Sage.
Guest, D. E. (1990). Human resource management and the American dream. Journal of
Management Studies, 27(4), 377397.
Guest, D. E. , & Woodrow, C. (2012). Exploring the boundaries of human resource managers
responsibilities. Journal of Business Ethics, 111(1), 109119.
Hennekam, S. , Tahssain-Gay, L. , & Syed, J. (2017). Contextualising diversity management
in the Middle East and North Africa: A relational perspective. Human Resource Management
Journal, 27(3), 459476.
Hossain, M. , Khan, M. A. , & Short, P. (2017). An overview of South-South migration:
Opportunities, risks and policies. In P. Short , M. Hossain , & M. A. Khan (Eds.), South-south
migration: Emerging patterns, opportunities and risks (pp. 110). London: Routledge.
International Labour Organization . (2018). ILO global estimates on international migrant
workers. Geneva, Switzerland: ILO.
Johnston, W. B. , & Packer, A. E. (1987). Workforce 2000: Work and workers for the 21st
century. Indianapolis, IN: Hudson Institute.
Jones, D. , Pringle, J. , & Shepherd, D. (2000). Managing diversity meets Aotearoa/New
Zealand. Personnel Review, 29(3), 364380.
135 Kaasila-Pakanen, A. L. (2015). A postcolonial deconstruction of diversity management
and multiculturalism. In R. Bendl , I. Bleijenbergh , E. Henttonen , & A. J. Mills (Eds.), The
Oxford handbook of diversity in organizations (pp. 175194). Oxford: Oxford University Press.
Kalonaityte, V. (2010). The case of vanishing borders: Theorizing diversity management as
internal border control. Organization, 17(1), 3152.
Kamenou, N. , & Fearfull, A. (2006). Ethnic minority women: A lost voice in HRM. Human
Resource Management Journal, 16(2), 154172.
Kandola, R. S. , & Fullerton, J. (1994/1998). Diversity in action: Managing the mosaic.
London: CIPD Publishing.
Kirton, G. , & Greene, A. M. (2016). The dynamics of managing diversity: A critical approach
(4th ed.). London: Routledge.
Klarsfeld, A. , Knappert, L. , Kornau, A. , Ngunjiri, F. W. , & Sieben, B. (2019). Diversity in
under-researched countries: New empirical fields challenging old theories? Equality, Diversity
and Inclusion, 38(7), 694704.
Klimoski, R. , & Donahue, L. (1997). HR strategies for integrating individuals with disabilities
into the work place. Human Resource Management Review, 7(1), 109138.
Klooster, W. (Ed.). (2009). Migration, trade, and slavery in an expanding world: Essays in
honor of Pieter Emmer. London: Brill.
Knights, D. , & Omanovi, V. (2016). (Mis)managing diversity: Exploring the dangers of
diversity management orthodoxy. Equality, Diversity and Inclusion, 35(1), 516.
Koene, B. , & van Riemsdijk, M. (2005). Managing temporary workers: Work identity, diversity
and operational HR choices. Human Resource Management Journal, 15(1), 7692.
Kuna, S. , & Nadiv, R. (2019). The embodiment of otherness: Deconstructing power relations
between staffing agencies, diverse jobseekers, and organizations in the Israeli business
sector. In M. Fotaki & A. Pullen (Eds.), Diversity, affect and embodiment in organizing (pp.
185224). Cham: Palgrave Macmillan.
Legge, K. (1991). Human resource management: A critical analysis. In J. Storey (Ed.), New
perspectives on human resource management (pp. 1940). London: Routledge.
Legge, K. (1995/2005). Human resource management: Rhetorics and realities ( Anniversary
ed.). Hampshire: Palgrave Macmillan.
Legge, K. (1998). The morality of HRM. In C. Mabey , D. Skinner , & T. Clark (Eds.),
Experiencing human resource management (pp. 1430). London: Sage.
Liff, S. , & Wajcman, J. (1996). Sameness and difference revisited: Which way forward for
equal opportunity initiatives? Journal of Management Studies, 33(1), 7994.
Litvin, D. R. (1997). The discourse of diversity: From biology to management. Organization,
4(2), 187209.
Lorbiecki, A. , & Jack, G. (2000). Critical turns in the evolution of diversity management.
British Journal of Management, 11, S17S31.
Mahadevan, J. , & Kilian-Yasin, K. (2017). Dominant discourse, orientalism and the need for
reflexive HRM: Skilled Muslim migrants in the German context. The International Journal of
Human Resource Management, 28(8), 11401162.
136 Mamman, A. (1995). Employee intercultural effectiveness in a multicultural workplace:
Theoretical propositions, strategies and direction for future research. The International
Journal of Human Resource Management, 6(3), 528552.
Mavin, S. , & Girling, G. (2000). What is managing diversity and why does it matter? Human
Resource Development International, 3(4), 419433.
Miles, R. E. , & Snow, C. C. (1984). Designing strategic human resource management
systems. Organizational Dynamics, 13(1), 3652.
Miller, D. (1996). Equality managementtowards a materialist approach. Gender, Work and
Organization, 3(4), 202214.
Nishii, L. H. , & zbilgin, M. F. (2007). Global diversity management: Towards a conceptual
framework. The International Journal of Human Resource Management, 18(11), 18831894.
Nkomo, S. M. , Bell, M. P. , Roberts, L. M. , Joshi, A. , & Thatcher, S. M. (2019). Diversity at a
critical juncture: New theories for a complex phenomenon. Academy of Management Review,
44(3), 498517.
Nkomo, S. , & Hoobler, J. M. (2014). A historical perspective on diversity ideologies in the
United States: Reflections on human resource management research and practice. Human
Resource Management Review, 24(3), 245257.
Ogbonna, E. (2019). The uneasy alliance of organisational culture and equal opportunities for
ethnic minority groups: A British example. Human Resource Management Journal, 29(3),
309327.
Oishi, N. , & Ono, A. (2020). North-North migration of care workers: Disposable au pairs in
Australia. Journal of Ethnic and Migration Studies, 46(13), 26822699.
Oswick, C. , & Noon, M. (2014). Discourses of diversity, equality and inclusion: Trenchant
formulations or transient fashions? British Journal of Management, 25(1), 2339.
Ozturk, M. B. , & Tatli, A. (2016). Gender identity inclusion in the workplace: Broadening
diversity management research and practice through the case of transgender employees in
the UK. The International Journal of Human Resource Management, 27(8), 781802.
Ponce, A. (2017). Gender and anti-immigrant attitudes in Europe. Socius, 3, 117.
doi:2378023117729970
Prasad, A. (1997). The colonizing consciousness and representations of the other: A
postcolonial critique of the discourse of oil. In P. Prasad , A. J. Mills , M. Elmes , & A. Prasad
(Eds.), Managing the organizational melting pot: Dilemmas of workplace diversity (pp.
285311). Thousand Oaks, CA: Sage.
Prasad, A. (2006). The jewel in the crown: Postcolonial theory and workplace diversity. In A.
M. Konrad , P. Prasad , & J. K. Pringle (Eds.), Handbook of workplace diversity (pp. 122145).
London: Sage.
Prasad, P. , & Mills, A. J. (1997). From showcase to shadow: Understanding the dilemmas of
managing workplace diversity. In P. Prasad , A. J. Mills , M. Elmes , & A. Prasad (Eds.),
Managing the organizational melting pot: Dilemmas of workplace diversity (pp. 328).
Thousand Oaks, CA: Sage.
Prasad, P. , Pringle, J. K. , & Konrad, A. M. (2006). Examining the contours of workplace
diversity: Concepts, contexts and challenges. In A. M. Konrad , P. Prasad , & J. K. Pringle
(Eds.), Handbook of workplace diversity (pp. 122). London: Sage.
137 Rhodes, C. (2017). Ethical praxis and the business case for LGBT diversity: Political
insights from Judith Butler and Emmanuel Levinas. Gender, Work and Organization, 24(5),
533546.
Roberge, M. . , & Van Dick, R. (2010). Recognizing the benefits of diversity: When and how
does diversity increase group performance? Human Resource Management Review, 20(4),
295308.
Romani, L. , Holck, L. , & Risberg, A. (2019). Benevolent discrimination: Explaining how
human resources professionals can be blind to the harm of diversity initiatives. Organization,
26(3), 371390.
Ryan, A. M. , & Wessel, J. L. (2015). Implications of a changing workforce and workplace for
justice perceptions and expectations. Human Resource Management Review, 25(2), 162175.
Rystad, G. (1992). Immigration history and the future of international migration. International
Migration Review, 26(4), 11681199.
Schwabenland, C. , & Tomlinson, F. (2008). Managing diversity or diversifying management?
Critical Perspectives on International Business, 4(2/3), 320333.
Shen, J. , Chanda, A. , DNetto, B. , & Monga, M. (2009). Managing diversity through human
resource management: An international perspective and conceptual framework. The
International Journal of Human Resource Management, 20(2), 235325.
Syed, J. , & Pio, E. (2017). Muslim diaspora in the West and international HRM. The
International Journal of Human Resource Management, 28(8), 11091118.
Tatli, A. (2011). A multi-layered exploration of the diversity management field: Diversity
discourses, practices and practitioners in the UK. British Journal of Management, 22(2),
238253.
Thomas Jr, R. R. (1990). From affirmative action to affirming diversity. Harvard Business
Review, 68(2), 107117.
Tlaiss, H. A. , & Al Waqfi, M. (2020). Human resource managers advancing the careers of
women in Saudi Arabia: Caught between a rock and a hard place. The International Journal
of Human Resource Management. doi:10.1080/09585192.2020.1783342
Traunsteiner, B. S. , & Bendl, R. (2019). Bounded complexity of bodily realities: The
(dis)embodiment of elderly lesbians. In M. Fotaki & A. Pullen (Eds.), Diversity, affect and
embodiment in organizing (pp. 163194). Cham: Palgrave Macmillan.
Walton, R. E. (1985). From control to commitment in the workplace. Harvard Business
Review, 63(2), 7784.
Watson, T. J. (2007). HRM, ethical irrationality, and the limits of ethical action. In A. H.
Pinnington , R. Macklin , & T. Campbell (Eds.), Human resource management: Ethics and
employment (pp. 223236). Oxford: Oxford University Press.
Webb, J. (1997). The politics of equal opportunity. Gender, Work and Organization, 4(3),
159169.
Zanoni, P. , & Janssens, M. (2004). Deconstructing difference: The rhetoric of human
resource managers diversity discourses. Organization Studies, 25(1), 5574.
Zanoni, P. , Janssens, M. , Benschop, Y. , & Nkomo, S. (2010). Guest editorial: Unpacking
diversity, grasping inequality: Rethinking difference through critical perspectives.
Organization, 17(1), 929.
Conclusion
Alamgir, F. , & Alakavuklar, O. N. (2020). Compliance codes and women
workers(mis)representation and (non)recognition in the apparel industry of Bangladesh.
Journal of Business Ethics, 165(2), 295310.
Azolukwam, V. A. , & Perkins, S. J. (2009). Managerial perspectives on HRM in Nigeria:
Evolving hybridization? Cross Cultural Management: An International Journal, 16(1), 6282.
Budhwar, P. S. , & Varma, A. (2011). Emerging HR management trends in India and the way
forward. Organizational Dynamics, 4(40), 317325.
Chowdhury, R. (2017). The Rana Plaza disaster and the complicit behavior of elite NGOs.
Organization, 24(6), 938949.
De Gama, N. , McKenna, S. , & Peticca-Harris, A. (2012). Ethics and HRM: Theoretical and
conceptual analysis. Journal of Business Ethics, 111(1), 97108.
Delbridge, R. (2011). The critical future of HRM. In P. Blyton , E. Heery , & P. Turnbull (Eds.),
Reassessing the employment relationship (pp. 2140). New York: Palgrave Macmillan.
144 Delbridge, R. , & Keenoy, T. (2010). Beyond managerialism? The International Journal of
Human Resource Management, 21(6), 799817.
Fulcher, J. (2004). Capitalism: A very short introduction. Oxford: Oxford University Press.
Gentleman, A. (2005). Painful truth of the call center Cyber coolies. The Guardian, 30.
Retrieved from www.theguardian.com/business/2005/oct/30/india.internationalnews
Guest, D. E. (1990). Human resource management and the American dream. Journal of
Management Studies, 27(4), 377397.
Harvey, D. (2005). A brief history of neoliberalism. Oxford: Oxford University Press.
Hermans, M. (2018). Comparative HRM research in South America: A call for comparative
institutional approaches. In C. Brewster , W. Mayrhofer , & E. Farndale (Eds.), Handbook of
research on comparative human resource management (pp. 222427). Cheltenham: Edward
Elgar Publishing.
Janssens, M. , & Steyaert, C. (2009). HRM and performance: A plea for reflexivity in HRM
studies. Journal of Management Studies, 46(1), 143155.
Jayawardena, D. (2014). HRM as a web of texts: (Re)articulating the identity of HRM in Sri
Lankas localized global apparel industry. Organization Management Journal, 11(4), 289298.
Jayawardena, D. (2015). On the burden of being-qua-non-being: In-between the lines of
(working-class) writings. In A. Pullen & C. Rhodes (Eds.), The Rout-ledge companion to
ethics, politics and organizations (pp. 150161). London: Routledge.
Jayawardena, D. (2020). Others place or othering space: Reframing the performativity of the
neoliberalized space(s) of factory women in a free trade zone in Sri Lanka. Gender in
Management: An International Journal, 35(5), 405421.
Johnston, H. , & Land-Kazlauskas, C. (2019). Organizing on-demand: Representation, voice,
and collective bargaining in the gig economy. Geneva, Switzerland: International Labour
Office.
Kamoche, K. , Chizema, A. , Mellahi, K. , & Newenham-Kahindi, A. (2012). New directions in
the management of human resources in Africa. The International Journal of Human Resource
Management, 23(14), 28252834.
Keegan, A. , & Boselie, P. (2006). The lack of impact of dissensus inspired analysis on
developments in the field of human resource management. Journal of Management Studies,
43(7), 14911511.
Keenoy, T. (1999). HRM as hologram: A polemic. Journal of Management Studies, 36(1),
123.
Keenoy, T. (2009). Human resource management. In M. Alvesson , T. Bridgman , & H.
Willmott (Eds.), The Oxford handbook of critical management studies (pp. 454472). Oxford:
Oxford University Press.
Kotz, D. M. (2009). The financial and economic crisis of 2008: A systemic crisis of neoliberal
capitalism. Review of Radical Political Economics, 41(3), 305317.
Legge, K. (1995/2005). Human resource management: Rhetorics and realities (Anniversary
ed.). Hampshire: Palgrave Macmillan.
Legge, K. (1998). The morality of HRM. In C. Mabey , D. Skinner , & T. Clark (Eds.),
Experiencing human resource management (pp. 1430). London: Sage.
Litvin, D. R. (1997). The discourse of diversity: From biology to management. Organization,
4(2), 187209.
145 Lorbiecki, A. , & Jack, G. (2000). Critical turns in the evolution of diversity management.
British Journal of Management, 11, S17S31.
Mahadevan, J. , & Kilian-Yasin, K. (2017). Dominant discourse, orientalism and the need for
reflexive HRM: Skilled Muslim migrants in the German context. The International Journal of
Human Resource Management, 28(8), 11401162.
Miller, D. (1996). Equality managementtowards a materialist approach. Gender, Work and
Organization, 3(4), 202214.
Mueller, F. , & Carter, C. (2005). The HRM project and managerialism: Or why some
discourses are more equal than others. Journal of Organizational Change Management,
18(4), 369382.
Nkomo, S. M. , Bell, M. P. , Roberts, L. M. , Joshi, A. , & Thatcher, S. M. (2019). Diversity at a
critical juncture: New theories for a complex phenomenon. Academy of Management Review,
44(3), 498517.
Parker, M. , Cheney, G. , Fournier, V. , & Land, C. (Eds.). (2014). The Routledge companion
to alternative organization. London: Routledge.
Perez Arrau, G. , Eades, E. , & Wilson, J. (2012). Managing human resources in the Latin
American context: The case of Chile. The International Journal of Human Resource
Management, 23(15), 31333150.
Ponce, A. (2017). Gender and anti-immigrant attitudes in Europe. Socius, 3, 117.
doi:2378023117729970
Seneviratne, P. (2019). Estranged labour on the global assembly line? Sewing girls of postcolonial garment factories in Sri Lanka. Journal of International Womens Studies, 20(2),
151165.
Stewart, A. , & Stanford, J. (2017). Regulating work in the gig economy: What are the
options? The Economic and Labour Relations Review, 28(3), 420437.
Storey, J. (1995). Human resource management: Still marching on or marching out. In J.
Storey (Ed.), Human resource management: A critical text (pp. 132). London: Routledge.
Syed, J. , & Pio, E. (2017). Muslim diaspora in the West and international HRM. The
International Journal of Human Resource Management, 28(8), 11091118.
Thompson, P. (2011). The trouble with HRM. Human Resource Management Journal, 21(4),
355367.
Townley, B. (1993). Foucault, power/knowledge and its relevance for human resource
management. Academy of Management Review, 18(3), 518545.
Zanoni, P. (2020). Whither critical management and organization studies? For a performative
critique of capitalist flows in the wake of the COVID-19 pandemic. Journal of Management
Studies. doi:10.1111/joms.12655