hr managers trust relations and the development of hr enterprise- wide systems projects carole...

HR Managers’ trust relations and HR Managers’ trust relations and the development of HR Enterprise-the development of HR Enterprise-

wide systems projectswide systems projects

Carole Tansley Carole Tansley

Nottingham Business School Nottingham Business School

The Nottingham Trent The Nottingham Trent UniversityUniversity

HRIS DEVELOPMENT – A FORCE FIELD ANALYSISHRIS DEVELOPMENT – A FORCE FIELD ANALYSIS(see Tansley, Newell and Williams, 1999)(see Tansley, Newell and Williams, 1999)

AUTOMATE INFORMATE TRANSFORMATE(Tech functionality (Tech & (Tech && data) information) knowledge mgt)

HRIS

Strategic alliances

EWIS strategies

HRIS availability

Senior mgt (not HR) push

Org. restructuring

Legacy systems

Finance

HR resources

Adding value?

Politics

Challenges of EWIS development for Challenges of EWIS development for HR project managersHR project managers

Big concept: wholesale company systems Big concept: wholesale company systems integration but only managing HR pillarintegration but only managing HR pillar

Unknown territory e.g. cross-Unknown territory e.g. cross-organisational/disciplinary workingorganisational/disciplinary working

Managing multi-disciplinary/temporary Managing multi-disciplinary/temporary team membersteam members

Lack of knowledge about IS project Lack of knowledge about IS project processesprocesses

The studyThe study Cross-case comparison of HRIS project Cross-case comparison of HRIS project

management in two transnational organisations management in two transnational organisations implementing EWISimplementing EWIS

Focus on knowledge-development & trust Focus on knowledge-development & trust relations in the project manager/team member relations in the project manager/team member relationshiprelationship

Two conceptual frameworks:Two conceptual frameworks:• Newell and Swan’s (2000) trust typologyNewell and Swan’s (2000) trust typology• Raub’s (2000) knowledge-based framework of Raub’s (2000) knowledge-based framework of

competency development competency development Raises questions about the knowledge-based Raises questions about the knowledge-based

competence necessary for an HR EWIS project competence necessary for an HR EWIS project manager manager

Different ways of construing trustDifferent ways of construing trust As an ontological resource to draw upon to As an ontological resource to draw upon to

guard the self in dealings with everyday guard the self in dealings with everyday reality (Dibben, 2000)reality (Dibben, 2000)

As a personality trait (Rotter, 1967; 1971; As a personality trait (Rotter, 1967; 1971; 1980)1980)

As rational choice or transaction cost As rational choice or transaction cost (Williamson, 1975)(Williamson, 1975)

Sociologically as ‘the expectation that Sociologically as ‘the expectation that arises within a community of regular, arises within a community of regular, honest and cooperative behavior, based honest and cooperative behavior, based on commonly shared norms, on the part of on commonly shared norms, on the part of other members of that community’ other members of that community’ (Fukuyama, 1995, p26).(Fukuyama, 1995, p26).

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

A three-fold typology of trust A three-fold typology of trust (Newell and Swan, 2000) (Newell and Swan, 2000)

Commitment trustCommitment trust

Companion trustCompanion trust

Competence trustCompetence trust

Research MethodsResearch Methods

Ethnography incorporating:Ethnography incorporating:• Participant observation Participant observation • InterviewsInterviews• Document analysisDocument analysis

QEL and Epicurea: similaritiesQEL and Epicurea: similarities

Both transnational organisations new Both transnational organisations new to EWIS developmentto EWIS development

Many legacy systemsMany legacy systems Poor image of HR departmentsPoor image of HR departments Poor HRIS development historyPoor HRIS development history Lead HR managers with no HRIS Lead HR managers with no HRIS

development experiencedevelopment experience Project teams temporary workersProject teams temporary workers

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

ImaginationImagination ImplementationImplementation IntegrationIntegration

Know-Know-whatwhat

Diagnosing: identifying Diagnosing: identifying relevant strategic issues relevant strategic issues and outlining a new and outlining a new strategic logicstrategic logic

Defining: Evaluating Defining: Evaluating and selecting new and selecting new initiatives; defining initiatives; defining the new strategic the new strategic logiclogic

Deploying: aligning Deploying: aligning organizational and organizational and knowledge structuresknowledge structures

Know-Know-whywhy

Innovating: translating the Innovating: translating the strategic logic: exploring strategic logic: exploring innovative theoriesinnovative theories

Implementing: Implementing: defining standards defining standards and procedures and procedures establishing an establishing an appropriate appropriate knowledge knowledge architecturearchitecture

Integrating Integrating knowledge between knowledge between projectsprojects

Know-Know-howhow

Identifying: localizing Identifying: localizing individual and functional individual and functional know-how; identifying know-how; identifying external knowledge external knowledge sourcessources

Interrelating: building Interrelating: building and maintaining links and maintaining links to other know-how to other know-how carriers. carriers.

Improving: Adopting Improving: Adopting new standards and new standards and procedures; procedures; codifying know-howcodifying know-how

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


Know-Know-whatwhat

Diagnosing: Nick late in Diagnosing: Nick late in joining ERP project, no vision joining ERP project, no vision & no success in gaining & no success in gaining funding. Shauna developed funding. Shauna developed HRIS vision linked to HRIS vision linked to business strategy, networked business strategy, networked with other EWIS mgt. & with other EWIS mgt. & gained funding for ‘HR’ gained funding for ‘HR’ project. project.

Defining: Process eng: Nick’s Defining: Process eng: Nick’s messy processes with many messy processes with many consultants. Ineffective & consultants. Ineffective & expensive workshops. expensive workshops. Knowledge redundancy of Knowledge redundancy of functional mapping teams not functional mapping teams not taken into account. taken into account.

Shauna: Macro mapping with Shauna: Macro mapping with HR directors only worldwide HR directors only worldwide then HRIS team develop then HRIS team develop methodology. Social events.methodology. Social events.

Deploying: Nick: still no project Deploying: Nick: still no project funding because business case funding because business case still not proven. Team still not proven. Team sidetracked by providing proof sidetracked by providing proof of concept. HR director still not of concept. HR director still not actively involving himself so – actively involving himself so – little aligning of organizational little aligning of organizational and knowledge structures. and knowledge structures. Shauna: Linking new initiatives Shauna: Linking new initiatives & priority maintenance of & priority maintenance of project.project.

Know-whyKnow-why Innovating: Nick separate Innovating: Nick separate from current HR from current HR developments and sending developments and sending negative messages to senior negative messages to senior mgt about IS impact on HR. mgt about IS impact on HR. Shauna working with HR Shauna working with HR managers & team on managers & team on synchronous development of synchronous development of HR strategy and policy. HR strategy and policy.

Implementing: Nick keeps Implementing: Nick keeps team focused on procedure team focused on procedure writing. Process owners not writing. Process owners not kept up to date nor checked kept up to date nor checked that they understood jargon. that they understood jargon. Shauna’s team required to Shauna’s team required to analyze stakeholders’ needs & analyze stakeholders’ needs & report back to IS project report back to IS project leader for project changes.leader for project changes.

Integrating: Nick focused on Integrating: Nick focused on technical developments. IS technical developments. IS contractor takes over contractor takes over meetings. Still no bringing meetings. Still no bringing together of the process owners together of the process owners in spite of requests nor part of in spite of requests nor part of general ERP team. Shauna general ERP team. Shauna working with US teams on working with US teams on wholescale HRIS project.wholescale HRIS project.

Know-howKnow-how Identifying: Nick: standard Identifying: Nick: standard recruitment ads ’s = staff HR recruitment ads ’s = staff HR without IS skills + alienated without IS skills + alienated contract IS staff (ft). Shauna: contract IS staff (ft). Shauna: staff from network & early staff from network & early mix of IS & HR (pt). IS to lead mix of IS & HR (pt). IS to lead at project level and report to at project level and report to Shauna. Shauna.

Interrelating: Poor Interrelating: Poor communication processes at communication processes at QEL. Few understood what QEL. Few understood what was going on as each stage was going on as each stage progressed. Nick not regarded progressed. Nick not regarded as a leader, though respected as a leader, though respected for his knowledge. Shauna: for his knowledge. Shauna: required continual team required continual team reflection processes for team reflection processes for team learning and socialization.learning and socialization.

Improving: Nick’s stop/start of Improving: Nick’s stop/start of project meant piecemeal project meant piecemeal adoption of new standards and adoption of new standards and procedures; codifying know-procedures; codifying know-how had been difficult because how had been difficult because of garbage can of intranet. of garbage can of intranet.

Shauna’a project complete and Shauna’a project complete and new standards & procedures new standards & procedures known.known.

Trust relations, PM competence development and knowledge Trust relations, PM competence development and knowledge related processesrelated processes


Nick: low team Nick: low team companion trustcompanion trust – – e.g. induction missinge.g. induction missingShauna: early Shauna: early development of development of individual companion individual companion trusttrustSwift trust Swift trust (Meyerson et al., (Meyerson et al., 1996) an aspect of 1996) an aspect of competence trustcompetence trust in in both projects. both projects. Because no risk or Because no risk or uncertainty to uncertainty to careers, no formal careers, no formal commitment trust commitment trust needed to beneeded to be generated. generated.

Nick: little socialisation Nick: little socialisation encouraged on the encouraged on the section, treated lurkers, section, treated lurkers, shirkers and workers the shirkers and workers the same, team fear for same, team fear for livelihoods so negative livelihoods so negative social capital generated = social capital generated = Low companion and Low companion and competence trust. Team competence trust. Team ref to commitment trust.ref to commitment trust.Shauna: clear focus on Shauna: clear focus on strategy, continuous social strategy, continuous social capital generation & capital generation & reflection on practice reflection on practice encouraged = high encouraged = high companion and companion and competence trust. No competence trust. No reference to commitment reference to commitment trusttrust

Nick: Loss of team Nick: Loss of team members, ‘hold’ on members, ‘hold’ on project. Team focus on project. Team focus on commitment trust. commitment trust. Reduced self trust.Reduced self trust.Shauna: consideration Shauna: consideration of integrating of integrating mechanisms including: mechanisms including: alliance with emerging alliance with emerging strategies in HR and IS, strategies in HR and IS, priority maintenance of priority maintenance of her project, expansion her project, expansion of project to US, of project to US, development of development of exchange tactics with exchange tactics with team members. = team members. = maintenance of high maintenance of high levels of competence & levels of competence & companion trust. companion trust.

ConclusionsConclusions 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

Possible areas for future researchPossible areas for future research

Relations between project management Relations between project management leadership and self trust/emotional leadership and self trust/emotional intelligenceintelligence

Ways in which strategic use of HRIS can Ways in which strategic use of HRIS can inform HR power relationsinform HR power relations

The difficulties inherent in taking a content The difficulties inherent in taking a content theory approach to knowledge theory approach to knowledge

The challenges of taking a relational The challenges of taking a relational perspective (i.e. knowledge development perspective (i.e. knowledge development in the social relations inherent in project in the social relations inherent in project work).work).

Strategic Exchange Strategic Exchange (Watson, 2002)(Watson, 2002)

Employee Organisation

Lifestrategy

Organisationstrategy

Non-work social & economic exchanges:

Corporate social& economicexchanges:

Institutional ContextCustomersSuppliersStateMedia etc

CultureDiscourseNarratives

Implicit contract

hr managers trust relations and the development of hr enterprise- wide systems projects carole...

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