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Immanent Philosophy: The Consequences and Concepts of Human Resource Management

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Abstract

In this paper I present a philosophically-inspired approach to the field of human resource management (HRM). Such an approach demands a certain kind of reader and a certain kind of HR professional: readers and professionals who are less occupied with the application and implementation of new HR technologies and more with the complex impact of HRM technologies and practices on individuality and sociality. I argue that concepts, technologies and practices of HRM are in practice elements in an immanent philosophy, which reproduces and transforms how individuals and organisations can come into being. Two seemingly contradictory, simultaneous tendencies are discussed. First, the practices and technologies of HRM can and have been seen as disciplining, conservative forces, creating egoistic individuals with little or no interest in sharing a common responsibility towards the organisation. Second, a new kind of sociality arises from the openings that practices and technologies are creating, as the social does not so much disappear as take on new forms. I will discuss these different kinds of beings through a case example involving a group performance appraisal system in a major financial institution. I conclude by reflecting on the matter-of-fact spirit in which HR technologies and practices are implemented and the vast power which the ‘Resource Management’ exercises in creating the ‘Human’.

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References

  1. In this paper ‘Human Resource Management’ is used as a generic term for the entire practical and theoretical area occupied with human resources. Human Resource Development is used as a term pointing at the specific area of development and techniques in developmental practices.

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  3. See for example the interesting discussion in Cara Nine ‘The Moral Ambiguity of Job Qualifications’ Reason in Practice: The Journal of Philosophy of Management Vol 2 no 2 2002

  4. This is discussed in many different publications and from sociological as well as HRM perspectives. See for instance Richard Sennett, The corrosion of character — the personal consequences of work in the new capitalism Norton, New York, 1998; Barbara Townley ‘Nietzche Competencies and Übermensh: Reflexions on Human and Inhuman Resource Management’ Organization 6 (2) 1999; Bettina Mogensen ‘Inderliggørelsen af Ledelsespraktikkerne’ GRUS Nr. 59 2000; Niels Åkerstrøm Andersen’ Ledelse af personlighed — om medarbejderens pædagogisering’ in: D Pedersen (ed) Offentlig ledelse i managementstaten pp241-267 Samfundslitteratur, 2004; Nikolas Rose, Governing the Soul — The Shaping of The Private Self Free Association Books London, England 1999; Jorgen Sandberg Human competence at work —an interpretative approach BAS, Göteborg 1994; Chris Steyaert ‘Human — all too human resource management: constructing the ‘subject’ in HRM’ Organization nr.2 vol.6 1999; Chris Steyaert, and Maddy Janssens ‘Human and inhuman resource management. Saving the subject of HRM’ Organization vol. 6 nr. 2 1999

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  36. E-bank is one of the leading financial organisations in Denmark with activities covering mortgage credit, banking, insurance and real estate agency. The E-bank group’s mortgage loan book totals approx 90 billion euros and a market share of 40.2% of total mortgage lending in 2005. The total lending (banking and mortgage credits) amounts to 100 billion euros corresponding to a market share of 26% in 2005. The E-bank Group is one of the largest extenders of credit, one of the largest suppliers of mortgage credit and one of Europe’s largest private issuers of bonds.

  37. The new core values are: effort, insight and empathy

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  1. Pia Bramming
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Additional information

This article was presented in an earlier form at the Fifth International Conference on HRD Research and Practice across Europe: Scholarly Paper Track, Limerick, May 2004. The author wishes to thank Professor Chris Brewster for valuable comments and suggestions.

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Bramming, P. Immanent Philosophy: The Consequences and Concepts of Human Resource Management. Philos. of Manag. 6, 31–45 (2007). https://doi.org/10.5840/pom20086233

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