1 / 15

HR Managers’ trust relations and the development of HR Enterprise-wide systems projects

HR Managers’ trust relations and the development of HR Enterprise-wide systems projects. Carole Tansley Nottingham Business School The Nottingham Trent University. HRIS DEVELOPMENT – A FORCE FIELD ANALYSIS (see Tansley, Newell and Williams, 1999).

garret
Download Presentation

HR Managers’ trust relations and the development of HR Enterprise-wide systems projects

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. HR Managers’ trust relations and the development of HR Enterprise-wide systems projects Carole Tansley Nottingham Business School The Nottingham Trent University

  2. HRIS DEVELOPMENT – A FORCE FIELD ANALYSIS(see Tansley, Newell and Williams, 1999) AUTOMATE INFORMATE TRANSFORMATE (Tech functionality (Tech & (Tech & & data) information) knowledge mgt) HR resources HRIS availability Strategic alliances Finance HRIS Adding value? Org. restructuring Legacy systems EWIS strategies Senior mgt (not HR) push Politics

  3. Challenges of EWIS development for HR project managers • Big concept: wholesale company systems integration but only managing HR pillar • Unknown territory e.g. cross-organisational/disciplinary working • Managing multi-disciplinary/temporary team members • Lack of knowledge about IS project processes

  4. The study • Cross-case comparison of HRIS project management in two transnational organisations implementing EWIS • Focus on knowledge-development & trust relations in the project manager/team member relationship • Two conceptual frameworks: • Newell and Swan’s (2000) trust typology • Raub’s (2000) knowledge-based framework of competency development • Raises questions about the knowledge-based competence necessary for an HR EWIS project manager

  5. Different ways of construing trust • As an ontological resource to draw upon to guard the self in dealings with everyday reality (Dibben, 2000) • As a personality trait (Rotter, 1967; 1971; 1980) • As rational choice or transaction cost (Williamson, 1975) • Sociologically as ‘the expectation that arises within a community of regular, honest and cooperative behavior, based on commonly shared norms, on the part of other members of that community’ (Fukuyama, 1995, p26).

  6. Trust in teams is said to be enhanced when project managers… • provide team members with feedback • give sufficient explanations for their actions (e.g. Konovsky and Cropanzano, 1991; Sapienzo and Korsgaard, 1996) • discuss their ideas (e.g. Butler, 1991; Hart et al., 1986). • do not engage in politics or use hostile and demanding tactics

  7. A three-fold typology of trust (Newell and Swan, 2000) • Commitment trust • Companion trust • Competence trust

  8. Research Methods Ethnography incorporating: • Participant observation • Interviews • Document analysis

  9. QEL and Epicurea: similarities • Both transnational organisations new to EWIS development • Many legacy systems • Poor image of HR departments • Poor HRIS development history • Lead HR managers with no HRIS development experience • Project teams temporary workers

  10. Project manager competence development and knowledge related processes (Raub, 2001)

  11. Project management competence development and knowledge related processes in QEL & Epicurea

  12. Trust relations, PM competence development and knowledge related processes

  13. Conclusions • Ethnographic research at project level can enhance understanding at organisational level • Knowledge development processes in HR EWIS projects are inherently linked to trust relations between project manager and team • ‘Types’ of trust are useful heuristic devices and can be seen to be linked. • In developing competence trust, project managers can usefully develop knowledge-based competence in: • project priority maintenance with all stakeholders • positive social capital in own and team’s networks • an understanding of the mutual benefits of strategic exchange with management of reciprocal relations and • a high level of self trust/emotional intelligence

  14. Possible areas for future research • Relations between project management leadership and self trust/emotional intelligence • Ways in which strategic use of HRIS can inform HR power relations • The difficulties inherent in taking a content theory approach to knowledge • The challenges of taking a relational perspective (i.e. knowledge development in the social relations inherent in project work).

  15. Strategic Exchange (Watson, 2002) Non-work social & economic exchanges: Corporate social & economic exchanges: Institutional Context Customers Suppliers State Media etc Culture Discourse Narratives Implicit contract Organisation Employee Life strategy Organisation strategy

More Related