These seminars will be held from 1pm - 2pm in room L1.38 in Trinity Business School, 152-160, Pearse Street. All are welcome.
14th December, 2017
Jongwook Pak, Trinity Business School
Traditionally, the SHRM research pertained to organizational-level phenomena. In doing so, studies could determine whether the adoption of a certain HRM system enables firms to improve operational efficiency, and outperform their counterparts. To date, the research on this theme has produced rather mixed results. At this juncture, a new stream of research has emerged. It is suggested that measuring effects of espoused, or intended, HRM systems on organizational performance may potentially be deceptive because, in reality, HR practices that are actually enacted within the organization often take different forms. And, Individual employees who attach different meanings to their own HR experiences only make the matter more complicated. In response to such concern, there has been a burgeoning interest in exploring the influence of actual or perceived HR practices in establishing the HRM-performance relationship. Here, my research begins. I noticed that SHRM studies that investigate within-organization issues still treat HRM systems as independent variables. Thus, the question of why such discrepancy exists is not often factored into their empirical models. At the organizational level, HRM systems as predictors, and as a matter of adoption, had a unique value. But, as the SHRM literature now shifts its attention to the implementation stage, examining why such variability arises becomes a meaningful extension. It implies investigation of antecedents to HRM systems within organizations. By doing so, I can directly determine factors that contribute to the implementation effectiveness of HR practices and articulate further the process through which strategically adopted HR practices are translated into expected outcomes. In this research seminar, I will introduce my recent works on this theme, one of which considers realized high-performance work systems (HPWS) a dependent variable in the model and, thus, places sources of variability within organizations at the center of inquiry.
Dr. Jongwook Pak is Assistant Professor of Human Resource Management at Trinity Business School, Trinity College Dublin. He has extensively been working on implementation issues of management practices and organizational innovation. His articles appear in top-tier international journals such as Journal of Management (JOM), and he is the lead author of the book titled, Sources and Consequences of HRM Gap: The Korean Experience. Before PhD, Dr. Pak worked for global management consulting firms such as booz & company, Accenture, and PricewaterhouseCoopers (PwC), and was engaged in a wide range of consulting services (e.g., business strategy, business process re-engineering, HRM ).
11th January, 2018
Xiaoning Liang, Trinity Business School
Title: Marketing Controls and Business Performance: Insights from Irish Firms
25th January, 2018
Goo Hyeok Chung, Gwangwoon University, Seol
Title: Innovation implementation: Past, Present and Future
8th February, 2018
Mitchell J Larsen, University of Central Lancashire
Title: Strategic Responses to Global Stimuli: The "Big Four" UK Banks, 1973 - 2010?
22nd February, 2018
Laurent Muzellec, Trinity Business School
8th March, 2018
Na Fu, Trinity Business School
Title: Line Manager's Implementation of HRM
22nd March, 2018
Maggie van den Heuvel, University of Amsterdam
Title: Building Psychological Resources through Organisational Interventions
5th April, 2018
Stephanie Decker, Aston Business School
Title: Institutional Work at the World Bank in Ghana, 1970 - 1985
19th April, 2018
Prof Kerstin Alfes, ESCP Berlin
Title: HRM and Attributions