Ian Roper
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Professionalisation and convergence‐divergence of HRM: China, Hong Kong, and the United Kingdom compared Open
HRM has long claimed professional status. The global prevalence of national‐level people management associations (PMA) supports this claim. Aside from prescribing practices appropriate for differing national contexts, PMAs simultaneously c…
Promoting Sustainability: A Conceptual Framework of ‘Stakeholder Voice’ Open
The role of HRM is built on the current market economic model and needs to change if HRM is to help businesses towards a new sustainability paradigm. It has been suggested that HRM institutional entrepreneurship (HIE-Sustain) is this new r…
The rhetorics of ‘agile’ and the practices of ‘agile working’: Consequences for the worker experience and uncertain implications for HR practice Open
The various rhetorics of 'agile', 'agility', and 'agile working' (AW) set an agenda for new ways of working and have recently gained traction in popular management discourse, particularly in the wake of the COVID-19 pandemic. Yet conceptua…
Hidden in plain sight? The human resource management practitioner's role in dealing with workplace conflict as a source of organisational–professional power Open
This article examines the perceived importance of human resource (HR) practitioners' role as ‘organisational professionals’ at national and organisational levels. Informed by institutionalist theory and drawing upon interviews at national …
Have labour practices and human rights disclosures enhanced corporate accountability? The case of the GRI framework Open
This paper critically evaluates Transnational Corporations' (TNCs) claimed adherence to the Global Reporting Initiative (GRI)'s "labour" and "human rights" reporting guidelines and examines how successful the GRI has been in enhancing comp…