City Research Online

Abstract

How and why do employees from heterogeneous professional and occupational groups respond to the same HR practice differently—job redesign—and what is the implication of this for human resource management (HRM) implementation? Drawing upon a qualitative case study of job redesign in the English health and social care sector, affecting three distinct groups of employees, we highlight the different ways these employees respond to the implementation of job redesign over time. We contribute to a nascent literature discussing employees' role in HRM implementation. We also show that different types of professionals (occupational professionals, paraprofessionals, and organisational professionals) respond to job redesign differently, depending on its impact on their professional identity, which, in turn, affects its implementation.

Publication Type:	Article
Additional Information:	This is the peer reviewed version of the following article: Chen, Y., Currie, G., & McGivern, G. (2021). The role of professional identity in HRM implementation: Evidence from a case study of job redesign. Hum Resour Manag J, 1– 16. https://doi.org/10.1111/1748-8583.12399, which has been published in final form at https://doi.org/10.1111/1748-8583.12399. This article may be used for non-commercial purposes in accordance with Wiley Terms and Conditions for Use of Self-Archived Versions.
Publisher Keywords:	HRM implementation, employees, professionals, identity, job redesign
Subjects:	H Social Sciences > HD Industries. Land use. Labor H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management
Departments:	Bayes Business School > Management
SWORD Depositor:	Symplectic Administrator

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