4 Critical approaches to comparative HRM

Tuomo Peltonen and Eero Vaara

Comparative HRM occupies an important position in the scholarship

of international human resource management (IHRM) (Brewster, 1999;
Brewster & Hegewisch, 1994; Brewster et al., 2004; Clark & Pugh, 2000;
Dickmann et al., 2008). This is because it adopts a ‘broader’ view of the
human resource practices and strategies than the mainstream approaches
in IHRM research (cf. Keating & Thompson, 2004). By ‘broader’ we mean
that it takes seriously the recent calls for more societally embedded organi-
sational research as evidenced by the widespread use of neo-institutional
theory (Drori et al., 2006; Granovetter, 1985; Scott, 2001), national busi-
ness systems approach (Morgan et al., 2001; Quack et al., 2000; Whitley,
2002; Whitley & Kristensen, 1996;) and cross-cultural perspectives in
management studies in general (Hall & Soskice, 2001; Maurice & Sorge,
2000). Thus, comparative research is prone to look into the wider societal
issues and problems in its description and explanation of organisational
and working life phenomena.
The comparative stance has demonstrated the limits of the HRM
theories and models derived from the institutional realities of the North
American context. The individualised approach to employment relations
and people management has its roots in the US institutional environment
where the unions are relatively weak and where there is a strong belief in
the potency of the free markets in the organisation of labour relations. In
contrast, the Continental European system has traditionally been organ-
ised along corporatist lines, with strong trade union membership and a
tradition of collective bargaining. The European system, with its more
regulative and representative character, has put more weight on the soci-
etal level agreements and on the active role of the government. At the same
time, it is important to note that the HR environments in developing coun-
tries tend to lack even the most basic institutional frameworks that are
taken for granted in the mainstream HRM literature (cf. Jackson, 2004).
For example trade unions are banned completely in some Asian coun-
tries, whereas in Africa one can ind societies where the informal or grey
job market dominates the whole economy. With these kinds of insights,
comparative HRM research has successfully demonstrated that what we
take as the universal model of HRM is in reality a local North American
approach transferred into the rest of the world as ‘best practice’. Given

69

M2851 - BREWSTER TEXT.indd 69 07/12/2011 07:58

 70 Handbook of research on comparative human resource management

the recent debates on the ethical shortcomings and societal irrelevance of

Americanised management practices and theories (Dore, 2000; Ghoshal,
2005; Mintzberg, 2004; Pfefer & Fong, 2005), this is a timely message.
While we acknowledge the advances made in comparative studies, we
want to push this approach even further in terms of its ability to connect
with and apply critical perspectives. We draw from the critical theories
and methodologies that have been put forth by the critical management
studies movement. In particular, we ofer global labour process theory,
postcolonial analysis and transnational feminism as perspectives that can
further advance the comparative approach to IHRM. Even though some
scholars have already used and developed such ideas, a great deal can and
needs to be done to map out and examine the various problematic aspects
of IHRM in our globalising world.
The next section provides an overview of comparative HRM research
and its contributions. This is followed by a look at the globalisation of
employment management as a manifestation of neoliberal economic and
societal policies and practices. The fourth section discusses critical man-
agement studies as a fruitful approach to organisations and organisational
research. The ifth section focuses on global labour process theory, post-
colonial analysis and transnational feminism, which are explained and
illustrated in the following section. A brief concluding section wraps up
our argument and suggests some avenues for further research.

COMPARATIVE HRM AS A ‘BROADER’ VIEW

ON THE HUMAN RESOURCE MANAGEMENT
PHENOMENA

Comparative HRM as a ield of study focuses on the national-institutional

diferences in human resource practices, strategies and systems. Originally
contained within the emerging study of international human resource
management, it has in recent years developed into an independent area
in its own right. According to Brewster (1999, 2007), comparative HRM
relies on a distinct research paradigm that sets it apart from the main-
stream US human resource management discipline. The US scholars
tend to view HRM from a universalist perspective, treating HRM as
a general phenomenon that exists irrespective of the institutional envi-
ronment where it is practiced. Comparative HRM, instead, insists that
human resource management practices are best understood as societal
phenomena, shaped by the institutional, cultural and political contexts
of their occurrence. Brewster (2007) argues that a contextualist para-
digm in comparative HRM makes a crucial diference in many respects.

M2851 - BREWSTER TEXT.indd 70 07/12/2011 07:58

 Critical approaches to comparative HRM 71

These include a more critical stance towards the ‘goodness’ of the North
American conception of HRM as manipulation of individual employees
and employment contracts, incorporation of industrial relations issues
and trade union topics into the conception of HRM, and a willingness to
look at HRM from a national, EU or even global world systems level of
analysis. The diferent realities of contexts such as the European welfare
states as well as the Asian and African developing economies all need to
be accounted for in search of a more accurate picture of human resource
management worldwide (Jackson, 2004).
Comparative HRM difers from the mainstream human resource study
also in terms of methodological preferences (Brewster, 1999, 2007).
Comparative HRM seeks to understand individual national contexts
and the way in which HRM is organised in each particular country. It is
not interested in the discovery of general laws and causal mechanisms in
HRM, but in gaining sensitivity for the locally contingent circumstances
surrounding the particular forms and approaches to labour management.
The focus on the particular is also relected in the tendency to rely on the
insights of empirical data in theory development. Comparative HRM
seeks to develop new theories and understandings of the HRM outcomes
without any strong commitment to a priori models and theories of human
resource management. It is inductive rather than deductive in its method-
ology. Empirical data used in comparative HRM is often a combination
of quantitative and qualitative materials, used heuristically to reach a
deeper understanding of the diferent forms of HRM and how they are
shaped in various institutional-national contexts (Keating & Thompson,
2004). Overall, comparative HRM has (tried to) set itself apart from the
positivist-deductive methodology that has dominated HRM research
in the North American ield, with an interest in developing a non-
managerialist theory of HRM as embedded in the variety of institutional
and socio-political contexts and relations.
However, comparative HRM has not made explicit its standing vis-à-vis
the various theoretical issues that preoccupy organisation and manage-
ment studies as a branch of social science. Using the classical outline of
organisational theoretical paradigms by Burrell and Morgan (Burrell &
Morgan, 1979), it is not clear whether comparative HRM is committed
to consensus sociology characterised by a unitarist conception of work
organisations, to conlict theories that approach organisations as sites of
structural contradictions and tensions, or to some other position. At times
it seems to agree with the neo-Marxist and other radical views on the con-
tinuing presence of a power asymmetry between managers and workers,
but this is not systematically noted nor made explicit. Comparative HRM
seems also to hesitate between objective and interpretative positions with

M2851 - BREWSTER TEXT.indd 71 07/12/2011 07:58

 72 Handbook of research on comparative human resource management

regard to epistemology and methods. While it is keen to stress the use of

qualitative data in making sense of organising HRM, it also tends to resort
to quantitative survey studies of national forms of HRM (e.g. the Cranet
survey). Given the broad range of diferent epistemological alternatives
to objectivist approaches to methodology (Morgan & Smircich, 1980),
comparative HRM lands in a fairly conventional area within organisa-
tional inquiry. These limitations become apparent if we take a closer look
at globalisation of HRM as a manifestation of the spread of neoliberal
capitalism to new areas around the world.

Globalisation and Neoliberal Capitalism

The spread of the individualised, market-based employment systems is

one of the key interests in comparative HRM. The rise of contingent work,
lexible working patterns and new organisational forms are manifestations
of what Sennett (2006) calls the ‘culture of new capitalism.’ According to
Sennett (2006, 1998), late modern capitalism is characterised by a shift
from bureaucratic organisations and stable careers to lexible networks
and contingent employment. The assumption that an employee is com-
mitted to one corporation for the whole of his or her working life is no
longer valid; instead, workers are left largely to rely on their own devices
as free agents seeking jobs in the constantly changing economic situations.
Employees are treated as entrepreneurs, who are responsible for their
own employment. As Bauman (2000) has noted, ours is the era of ‘liquid
modernity’ in which capital is globally mobile and seeks to guarantee the
best possible returns at the same time as labour continues to stay tied to its
local communal contexts. As we now know, in spring 2009, the neoliberal
experiment of unregulated international inancial markets has ended in
a major economic crisis. The promise of the inance-driven economy to
bring prosperity to all through continuous growth has turned out to be
an extremely one-sided and ethically questionable arrangement. The con-
tinuously shifting organisational and economic contexts made it diicult
to build coherent working lives already before the inancial crisis. Now,
as the economic problems have spread from banking to other sectors, it
is the workers who have the carry the burden of unsuccessful policies in
the form of lay-ofs. The underlying dynamics of neoliberal capitalism has
come more visible, producing a wave of anger and protest against what is
considered as an essentially lawed approach to organisation of economy
and work (Wikipedia, 2009).
At the same time, however, organisational control has intensiied its
grip over the empowered employees. The market model of employment
relations has not displaced managerial control in organisations. The

M2851 - BREWSTER TEXT.indd 72 07/12/2011 07:58

 Critical approaches to comparative HRM 73

emerging organisational model is akin to a rationally controlled network,

envisioned as a lean, managerially diluted and dispersed network of indi-
vidual employees. Kunda and Ailon (2005; cf. Barley & Kunda, 1992) call
this the Market Rationalist ideology that has connections to the classi-
cal Taylorist and Fordist techniques of managerial control. Employees
constitute minuscule ‘business units’ that are analysed, measured and
managed just like any other economic entities. Rational managerial tech-
niques developed for inancial accounting are applicable to human indi-
viduals, a development that has made work in large organisations highly
competitive, short-term oriented and instrumental.
Global capitalism has institutionalised uncertainty to an extent that
it can be regarded as one of the most acute problems facing working
life today. While HRM scholars have noted this change, they have been
unable to fully describe the human and social consequences of market-
based human resource strategies. The notions of boundaryless careers and
transactional psychological contracts refer to transformations in the world
of work, but they have not been suicient to illuminate the full scale of
human experiences brought about by the ‘HRMist’ employment models.
In a similar way, studies examining the global convergence or divergence
of HRM practices have tended to look at the surface patterns and struc-
tural manifestations of contingent labour instead of elucidating the social
meanings and lived experiences of workers, professionals and managers
worldwide (cf. Hassard et al., 2007).
Let us exemplify this with a reference to our own immediate working
environment as Finnish academic employees. Finland is typically por-
trayed in the comparative studies as following the Nordic model of HRM
(Lilja, 1998; Lindeberg et al., 2004). This includes a high trade union
organisation rate, comparatively strong government presence in busi-
ness regulation and the tradition of collective bargaining processes. Yet
the recent changes in private and public organisations suggest a rapid
‘Anglo-Americanisation’ of economic systems and industrial relations
(cf. Tainio & Lilja, 2002). Collective bargaining is in crisis and precari-
ous employment on the rise. In the public sector, traditional bureaucratic
careers are being demolished in favour of lexible arrangements typical of
the New Economy. As part of that shift, universities are undergoing pro-
found reforms that touch the very essence of academic values such as the
impartiality of professors guaranteed by their status as tenured civil serv-
ants. We have already witnessed a salary reform that has moved academic
remuneration towards individualistic, performance-related compensation.
Organisational and individual performance is measured and appraised
more frequently than before. The latest reform involves a change in the
employment type of the academics who are to be attached in the future

M2851 - BREWSTER TEXT.indd 73 07/12/2011 07:58

 74 Handbook of research on comparative human resource management

to the universities through standard employee contracts instead of being

treated as civil servants. This implies a profound change in the nature and
organisation of academic work but also manifests a broader transforma-
tion in the traditionally corporatist industrial relations system that has
prevailed in Finland for the past decades. Stable labour market structures
and communal values are being replaced by the principles of lexibility
and short term proitability. Yet it is fair to note that while we see Finnish
development as an example of the degradation of contemporary working
life, people in extra-European countries often sufer from more acute prob-
lems. The core human rights such as the freedom to join trade unions are
not within the reach of employees in many emerging economies. Without
the social safety net, employees in those countries are much more vulner-
able to external changes: for example the current economic crisis seems to
hit worst the poorest nations and their citizens. To make better sense of
these types of global shifts, and their human and social consequences for
the employees, it is useful to take a closer look at the insights ofered by
critical management studies.

Critical Management Studies

Critical management studies (CMS) have become a legitimate approach

within management and organisation studies. Following openings such
as the paradigm analysis of organisational studies by Burrell and Morgan
(1979), CMS has expanded during the last 20 years in the form of special
conferences (International Critical Management Studies Conference),
interest groups (the CMS Division at the American Academy of
Management) and scholarly outlets. The roots of CMS lay in three
discussions: labour process theory (LPT), critical theory (CT) and also
some forms of postmodernist or poststructuralist theorising. LPT is a
more materialist approach to the structuring of organisational hierar-
chies under the forces of late modern capitalism. Its main argument,
the so-called deskilling thesis, was originally formulated by Braverman
(1974). According to Braverman, the advances in modern people man-
agement techniques have not delivered autonomy and self-fulilment for
the employees of the modern corporation, but, instead, have sedimented
and intensiied the clash between the capitalist interests and the working
conditions of organisational labour. Modern management strategies strip
away individual creativity and dignity, providing the employees with
monotonous tasks that are detached from their own personal aspira-
tions. According to Braverman’s deskilling thesis, work is degraded under
monopoly capitalism because of an inexorable tendency for the concep-
tion or planning of work to be separated from its execution. Conception

M2851 - BREWSTER TEXT.indd 74 07/12/2011 07:58

 Critical approaches to comparative HRM 75

is concentrated in an ever-smaller section of the workforce, while most

workers are reduced to executing tasks conceived by others. In the LPT
view, this Taylorist division of labour makes work meaningless for the
majority of organisational employees.
CT is a more humanistic stream of radical theorising. Its roots lay in
the so-called Frankfurt School and the work of scholars such as Adorno,
Marcuse and Habermas. CT is interested in the one-dimensionality of our
cultural beliefs and in the ways in which ideological constructions serve the
interests of the powerful, or, capital. The work of Habermas (1972, 1984)
has been pivotal in guiding the research on organisational culture and
communication towards a critical agenda. According to Habermas (1984),
the realm of work has been estranged from its self-realising and dialogic
potentials, and has, instead, transformed into dispassionate activity with
no connection to the deeper social and communicative needs of the employ-
ees. Organisational life takes on an instrumental outlook as the members
resort to external motivations and markers of personal attachment. Also,
communication is restricted to ideologically acceptable discourses and the
free low of debate is blocked by the accumulation of power and authority
to the hands of the few, such as professional managers. Disciplines and sci-
entiic articulations of organisational management such as those contained
within human resource management can be seen as manifestations of the
broader ideological milieu where prevailing forms of understanding are
shaped by the structures of power (Alvesson & Willmott, 1996). All this
takes place in a world of conlicting interests between the privileged and
those excluded from the beneits of contemporary capitalism. In addition,
CT is keen to restore some of the emancipatory potential of the alienated
employees and organisations in order to help them to better address their
own interests and how they could be articulated in the corporate decision
making and communication (Alvesson & Deetz, 2006).
The CMS movement has also been inspired by various postmodernist
and poststructuralist theories and methodologies, especially by the work
of Foucault, Deleuze, Derrida and Bourdieu. Foucault’s discourse analy-
sis has been particularly inluential, as it has provided means to examine
and elucidate how managerial and organisational phenomena are struc-
tured and governed by speciic discourses. His ideas have also been very
useful in highlighting how subjectivities and identities are constructed in
contemporary organisations. Foucauldian critical analysis of institutional
practices aims to uncover the techniques and relations of power implicit in
the constitution of organisational objects and subjects. Given the interest
of Foucault on educational and psychological practices (Foucault, 1977,
1978), it is understandable that human resources management has received
a wealth of attention in the recent debates inspired by poststructuralist

M2851 - BREWSTER TEXT.indd 75 07/12/2011 07:58

 76 Handbook of research on comparative human resource management

theory. As to HRM, this perspective has been relected in critical analyses

of HRM practices and discourses and their implications (Barratt, 2003;
Legge, 1989; McKinlay & Starkey, 1998; Townley, 1993).
In an attempt to develop a generalised research agenda for the CMS
community, Alvesson and Willmot (2003) introduce ive general themes
that deine the theoretical and epistemological approach taken by critical
management scholars:

1. Developing a non-objective view of management techniques and

processes: management techniques such as those practiced in HRM
(selection, assessment, career development) are not merely technical
procedures as they are deeply implicated in constructing the social
realities and relations in the workplaces. Formal techniques are
subjective or reality constituting in the same way as informal social
practices.
2. Exposing asymmetrical power relations: organisations are micro-
cosms that enact and reproduce wider power structures. Critical
inquiry is motivated to expose and challenge the privileged position of
corporate elites such as top managerial classes. Ideas like the division
of labour between the strategic apex and the rest of the organisation
are seen as political constellations that sustain inequality between
diferent occupational or social groups.
3. Counteracting discursive closure: rational management practices are
often taken for granted and not openly debated. Critical management
studies aims to break up the communicative closures and to prompt
democratic dialogue between the various stakeholders.
4. Revealing the partiality of shared interests: organisational goals and
corporate decisions are often legitimised as being in the interest of
the whole organisation or economy. However, a critical perspective
reveals that shared interests often represent the aspirations of a limited
clique (top managers, economic elite, state elite) instead of being dec-
larations of negotiated intentions of a wider set of viewpoints.
5. Appreciating the centrality of language and communicative action:
language is a socio-historical realm that carries, reproduces and
transforms social realities and relations in and around organisations.
Linguistic or discursive focus serves as a bridge between the issues
related to power, class and ideology and the local construction of
social meanings in organisational life.

We subscribe to these ideas, and wish to present speciic critical perspec-

tives as fruitful avenues to further these interests in the context of com-
parative HRM.

M2851 - BREWSTER TEXT.indd 76 07/12/2011 07:58

 Critical approaches to comparative HRM 77

Critical Perspectives on Comparative HRM

Having introduced a critical approach to management studies, we turn our

attention back to comparative HRM. As noted, there is a need to account
for and analyse the spread of new employment practices and organi-
sational forms, associated with the emerging hegemony of neoliberal
policies across countries and regions. This type of critical agenda could be
informed and further developed by three theoretical and methodological
approaches, namely global labour process theory, postcolonial discourse
analysis and transnational feminism. we will introduce their respective
theoretical and methodological assumptions next (see Table 4.1).

Global Labour Process Theory

Global labour process theory (GLPT) is an application of the main tenets

of labour process theory to the globalising economy and working life.
Whereas the traditional LPT research has tended to focus on nation-states
and their organisation and management of work, Global LPT takes a
more explicitly global or transnational look. The aim is to analyse how
deskilling and related phenomena appear in contexts other than those
researched in the United States and British studies of labour processes
and management. With multinational corporations extending their opera-
tions to non-Western countries and the Anglo-American liberal market
economy occupying a dominant role in the worldwide structuring of
societies and organisations, it is of interest to test the deskilling hypothesis
in new national and cultural environments. The GLPT research is particu-
larly interested in analyzing whether there is an emerging convergence of
employment management practices and organisational forms. The focus
is on the adoption of neo-Fordist and neo-Taylorist HRM practices that
manifest the intensiication of managerial control. Unlike the more induc-
tive convergence–divergence debates, GLPT takes as its starting point
the deskilling hypothesis originally introduced by Braverman and sub-
sequently empirically studied and theoretically elaborated by a number
of organisational scholars. However, GLPT is slightly more attuned to
the contemporary theorising that takes into account the role of agency
and subjectivity in the organising of social relations at work (Knights &
Willmott, 1989). In this regard, it departs from the ‘orthodox’ LPT and
its structuralistic assumptions about social and organisational life that
have tended to neglect the role of subjective experiences and interpreta-
tions. This can also be seen in the methodology: GLPT uses qualitative
methods such as ield studies and organisational cases to complement the
more broad-brush approaches such as surveys. At the same time, however,

M2851 - BREWSTER TEXT.indd 77 07/12/2011 07:58

M2851 - BREWSTER TEXT.indd 78

Table 4.1 Three critical perspectives on comparative human resource management

Global Labour Process Theory Postcolonial Discourse Analysis Transnational feminism

Background Labour Process theory: Discourse analysis: Foucault Feminist theories
inluences Braverman 1974 (1977, 1978) Postcolonial theory: (Spivak, 1987)
Reconstructed Labour Process Postcolonial theory: Saïd (1978), Transnational feminism: Mohanty
theory: Willmott & Knights, Bhabha (1994), Spivak (1987), (2004)
1989 Young (2001)
Focus Global convergence of Institutional-cultural diferences Divisions of labour and social
management of work between West and non-West relations between men and
78

(as constructed in practices and women in globalising world, and

discourses) diferences in them
Research How global convergence links to What are the underlying How are workplace and social
questions the spread of capitalist assumptions about West and relations organised between men
principles and practices? non-West in comparative and women in global capitalism in
Is there a trend towards deskilling HRM? diferent locations?
around the world? How are West and non-West How do Western conceptions of
Are emerging economies adapting represented in discourses of Third World women reproduce
neo-Fordist or neo-Taylorist comparative management domination and subjugation?
management methods? research and practice?
07/12/2011 07:58
M2851 - BREWSTER TEXT.indd 79

Are there national variations What are the implications of the Are there alternative discourses that
in the adoption of neo-Fordist identities of the West and the allow one to go beyond simpliied
techniques? non-West to the structuring of categories of ‘gender’ and ‘Third
How are employees across power? World’?
the world experiencing new What kinds of practices are being What role do HRM practices and
organisational forms and legitimised with reference to discourses play in reproducing
management practices? colonial identities and rhetoric? particular identities and
79

subjectivities?
Epistemology Objectivist/realist Subjectivist/constructionist Subjectivist/constructionist
Ontology Structural Relational Structural and relational
Methods Field work, organisational case Discourse analysis Discourse analysis
studies Critical reading of canonical texts Activism
National comparisons Case studies
Exemplary Hassard et al. (2006) Westwood (2001) Mohanty (2004)
studies Vaara et al. (2005)
07/12/2011 07:58
 80 Handbook of research on comparative human resource management

GLPT is inclined to adopt a more realist stance on epistemology than

some of the alternative interpretative and poststructuralist perspectives.
GLPT is to our mind perhaps best exempliied by the studies of a
British team of Hassard, Morris and McCann. Their empirical research
has studied the changing work and organisation patterns in a variety of
national contexts, including UK, United States, Germany, Japan and
China. Empirical data for the research program has been drawn from
organisational case studies of large and mid-sized companies undergo-
ing major restructurings. Qualitative material includes interviews with
senior and HRM management, as well as with employees from a variety
of levels. In some cases, ield studies are complemented with macro-data
from surveys and economic statistics. Methodologically, Hassard et al.
advocate a middle of the road position, which tries to get closer to the
lived experiences and personal meanings of the employees without losing
sight of the contextual and political structures afecting the organisation
of working life in modern companies. Their approach can be seen as a
response to the critiques of traditional structural theories that they ignore
the role of subjectivity in the actualisation and reproduction of social
structures (Giddens, 1979, 1984; Knights & Willmott, 1989). In short, the
aim is to provide a counterweight to the under-socialised accounts of the
mainstream international and comparative management research while at
the same time arguing for a realist reading of the employee informants’
narratives.
Research studies have revealed the structuring of work and human
resource management against the continuing capitalist accumulation
of surplus value in the globalised modernity. In their study of Japanese
middle managers, Morris, Hassard and McCann (2006; McCann et al.,
2004) found that the Japanese management culture, famous for its focus
on lifetime employment, strong corporate culture and seniority-based
hierarchy, shows signs of moving towards an Anglo-American model of
individualised employment terms and latter hierarchies. Management
layers have been reduced in many companies to comply with the post-
bureaucratic ideal celebrated in the market ideologies of the new organi-
sational forms, although elements of the more stable hierarchies have
remained. Similarly, companies have been forced to abandon the tradition
of lifetime employment as restructurings have led to redundancies and
early retirement arrangements. Career moves and reward system have
become more individualised and competitive instead of following the
traditional Japanese emphasis on seniority and collective unity.
In comparison, the middle managers in a number of UK corporations
seem to have experienced a more direct transformation. McCann, Morris
and Hassard (2008) report that the middle managers interviewed all

M2851 - BREWSTER TEXT.indd 80 07/12/2011 07:58

 Critical approaches to comparative HRM 81

reported increasing workloads and pace of change. Many companies have

cut their workforces, including also middle management, and the remain-
ing employees have faced longer working hours, intensifying monitoring
of their performance as well as tightening competition over the shrinking
vacancies at the top management level. To some extent, the restructur-
ings have meant constant re-skilling of the individual competencies of the
employees but this has come with the price of having to lead ever more dis-
persed and fragmented teams and projects. Recent changes have often led
to serious cases of stress and even deep burnout among middle managers
continuing in their jobs after downsizings and restructurings.
The main argument from these studies is that although the changes
among the UK and Japanese middle managers are not structurally similar,
there is a remarkable similarity in the way recent work and HRM related
transformations are experienced at the employee level. Hassard and his
colleagues refer to the inluence of the neoliberal ideology that has led
to organisational arrangements such as the demolition of the internal
labour market, rise of performance-related pay, reduced job security and
increased work hours, all implemented in the name of international com-
petitiveness. Although the factual statistical labour data does not always
support the argument that changes they identify are widespread, the
subjective experiences and the way middle managers and other employ-
ees interpret their situation give rise to global convergence. Insofar as
employees in a variety of national-institutional contexts construct their
own organisational environment as highly individualised, competitive and
uncertain, the global convergence of employment management becomes
produced as an enduring reality.
Comparative study of middle managers in the UK and Japan is an
interesting application of some of the ideas of what we have labelled
GLPT. The work of Hassard et al. contains an underlying assumption
that global capitalism is intimately connected to the intensiication of the
labour process, manifested as increased workloads and the introduction
of neo-Taylorist techniques such as the close surveillance of individual
performance and the installing of individualistic reward systems. This
process touches not only the rich industrial countries but also the less
developed economies: although the empirical studies mainly focus on
developed industrial nations, a similar type of approach could be applied
for researching the efects of the new ideologies on the working conditions
and experiences of the employees in developed countries. The hypoth-
esis of globally intensifying labour process is then explored through case
studies of diferent organisations across a variety of national-institutional
contexts. While there are national-institutional variations in the way in
which the labour process is transformed, the overall trend is towards

M2851 - BREWSTER TEXT.indd 81 07/12/2011 07:58

 82 Handbook of research on comparative human resource management

intensiied control and exploitation of the worker input, including also

middle managers.

Postcolonial Discourse Analysis

Postcolonial Discourse Analysis (PCDA) is an interpretative form of criti-

cal inquiry. It has its roots in the pioneering work of Saïd. Saïd’s study on
Orientalism (Saïd, 1978) opened new avenues for analyzing the relations
between West and non-West, which has led to an emergence of postco-
lonial analysis as a theory in its own right (Bhabha, 1994; Spivak, 1987;
Young, 2001). According to Saïd, ‘Orient’, or, more generally, non-West,
is a Western construction. Analysing the discursive production of West
and non-West is inluenced by the ideas of critical theory where ideo-
logical beliefs about various social groups are seen as manifestations of
dominance and hegemony. In addition, Saïd’s approach has been inspired
by the work of Foucault, especially in regards to how the non-West, or
the Other, is constructed in various linguistic and institutional practices.
Foucault’s (1977, 1978) ideas have helped postcolonial theory to study
both non-West and West as mutually sustaining subject positions that
are ideologically imposed but at the same time empower those who adapt
them as bases of identity and agency. This hybrid theoretical background
has given rise to a vivid research program, also applied to organisation
and management studies (e.g. Prasad, 1997, 2003; Westwood, 2001, 2004,
2006; Westwood & Jack, 2006, 2007).
While there are numerous potential objects of inquiry, perhaps the most
interesting stream of research has focused on the way in which diferences
between West and non-West are constructed in the theory and practice
of international management. Following Saïd and other postcolonial
writers, organisational studies have concentrated on the production and
consumption of ideas about cultural identity in discursive and institutional
practices. The main questions have been ‘How are West and non-West rep-
resented and constructed in discourses of comparative management?’ and
‘What are the implications of colonial identities to the structuring of power
in West non-West relations?’ The research program is epistemologically
constructionist or relativist, meaning that it is mainly interested in the lin-
guistic and textual articulations of identities and social relations, acknowl-
edging that its own truth claims are also rhetorical accomplishments that
have no external reference point outside of the discussion into which
they participate. Constructionist epistemology is complemented with a
relational ontology that assumes that the social world is composed of
emerging and evolving relations of actors and identities. In terms of meth-
odology, PDA leans on discourse analytical approaches, which implies a

M2851 - BREWSTER TEXT.indd 82 07/12/2011 07:58

 Critical approaches to comparative HRM 83

close reading of selected disciplinary, institutional and media texts in order

to reveal the tacit privileges and hierarchies inscribed to the meaning con-
structions of literary and oral representations of cultural diference.
Postcolonial discourse analysis looks at the discursive processes of pro-
ducing identities and relations between West and non-West. Essentially,
PDA aims to reveal the implicit Western perspective in the allegedly
‘neutral’ descriptions and representations of non-West, West and the
relations between them. As such, its empirical scope is somewhat broader
than that of GLPT, encompassing a wealth of scientiic, disciplinary and
institutional (e.g. media) texts engaging with international relations and
business management.
This has led scholars to inquire about the underlying assumptions of
authoritative texts such as the academic writings on cross cultural man-
agement (Kwek, 2003) and stereotypical notions that are reproduced
in textbooks on international management (Tipton, 2008). Westwood
(2001, 2006) has provided particularly insightful analyses that criticise
the very conceptions that characterise comparative international man-
agement. The point is that the Other (non-West) is always represented as
underdeveloped, dangerous, exotic or mystical while the West is seen as
developed, modern, rational, and normal. Although these analyses have
not only focused on IHRM practices, the conclusion is clear: both the
problems (HRM and other management issues) and the solutions (speciic
HRM practices) that are usually considered in this ield echo this colonial
mindset. Thus, postcolonial analysis can bring another critical perspective
to comparative IHRM by deepening our understanding of the fundamen-
tal reasons of what is seen as normal and natural and what is not – as well
as the implications of such assumptions.
Another important aspect of postcolonial analysis is its linkage to neo-
colonialism (Banerjee & Linstead, 2001, 2004). In this view, neocolonial
means a new form of colonialism linked with contemporary globalisa-
tion. Corporate-driven globalisation tends to imply homogenisation and
American cultural imperialism. While this is a relevant point for most areas
of international management research, IHRM is a case in point here. As
illustrated by the recent writings in comparative HRM (Brewster, 2007),
the American dominance is evident in the assumptions that the speciic
practices originating from US corporations would be universal, normal,
or transferrable to all places on the globe. This kind of neo-colonialism is
not, however, normal or natural, and such assumptions bring with them
cultural insensitivity, stereotypical thinking and prejudice – in the worst
cases, something that comes close to xenophobia. Furthermore, such
thinking is ideological in the sense of reproducing neoliberal ideals and
Anglo-American hegemony.

M2851 - BREWSTER TEXT.indd 83 07/12/2011 07:58

 84 Handbook of research on comparative human resource management

Although postcolonial analysis is often thought to apply mainly to

classic cases of colonial (Western) powers and colonised ones (non-
West), constructions of postcolonial relationships can be found else-
where, too. A revealing example is provided by Vaara et al. (2005)
who have studied mergers and acquisitions in the Nordic inancial
services sector. Among other things, they analyzed the language policy
in a Finnish-Swedish merger, which led to the choice of Swedish as
the oicial language. Their analysis showed how language skills can be
seen as empowering or disempowering resources in organisational com-
munication, how language skills became associated with professional
competence, and how this led to the creation of new social networks
that favoured Swedish-speakers. The case also illustrated how language
can be regarded as an essential element in the construction of interna-
tional confrontation, how this policy led to a construction of superiority
(Swedes) and inferiority (Finns), and also reproduced post-colonial iden-
tities in the merging bank (Swedes as the colonial power). Finally, they
also pointed out how such policies ultimately led to the reiication of
post-colonial and neo-colonial structures of domination in this setting.
However, despite the interesting dynamics inside Europe, it is appropri-
ate to note that the main interest of postcolonial theory lies in the con-
tested power relations between the advanced West and the developing
countries of the East and South.

Transnational Feminism

Feminism provides an array of critical perspectives that can be useful in

comparative HRM. This, however, requires a broad conception of HRM
and the key issues at play. One of key points of feminist organisation and
management studies has been to extend organisation analysis to issues
such as civil rights, well-being, equal opportunities, work-life balance,
family and sexuality. These issues are not usually seen as the immediate
concerns of management in general or (I)HRM in particular; however, the
feminist argument is that they should be. In fact, in addition to bringing
up marginalised or silenced issues, or giving voice to those who are under-
represented or in a less privileged position, feminism emphasises societal
and corporate responsibility for such issues.
Feminism has a great deal to ofer to contemporary analyses of glo-
balisation from the point of view of linking the global division of labour
to social relations between women and men and gendered social practices
in and around organisations. For example, Calás and Smircich (1993)
showed how a discourse that emphasises women’s speciic qualities in
management is appropriated by management writers. Calás and Smircich

M2851 - BREWSTER TEXT.indd 84 07/12/2011 07:58

 Critical approaches to comparative HRM 85

demonstrated how this discourse serves to legitimate the gendered status

quo where men occupy the central positions in the international arena
while women ‘keep the home ires burning’. Such observations have clear
linkages to IHRM – especially in terms of explaining why inequality still
prevails at top echelons in global corporations.
There is, however, not one form of feminism, but many. For example,
Calás and Smircich (2006) distinguish liberal, radical, psychoanalytic,
socialist, poststructuralist/postmodern and transnational/(post)colonial
feminism. We will here focus attention on transnational feminism because
of its potential for opening up new avenues for critical analysis in compar-
ative HRM. The key characteristic of transnational feminism is that while
it continues to probe into central questions of inequality from a feminist
angle, it also problematises key assumptions of Western feminism. This is
the case especially with how dominant Western feminist discourses tend
to construct the women in the Third World. In this sense, transnational
feminism is linked with postcolonial analysis. For instance, Mohanty
(1997, 2004) has made the point that Western discourses of Third World
women construct them as oppressed, underdeveloped and lacking essen-
tial qualities that they ‘should have’. This picture is problematic precisely
in the sense that again Western models and ideologies are naturalised, and
the multiple and diferent cultural issues and values that are relevant are
disregarded. As a result, the constructions of ‘normal’ or preferred careers,
responsibilities at work and at home, equal opportunities and related
HRM practices remain one-sided and ideologically laden. Moreover, even
the well-intended feminist analyses easily portray Third World women as
victims and passive recipients of knowledge and aid, thus reducing their
agency and subjectivity.
Some forms of transnational feminism also question the usefulness of
‘gender’ as a suicient category to be applied across cultures. It is less
clear what the alternative is, but the implication is that future analyses
of (I)HRM would do well to map out various complex linkages between
gender, race, religion, nationality, education, career and sexuality without
assuming that the solutions that appear the most natural or progressive
from the Western point of view would be that for other cultures, religious
settings, forms of family and so forth.
Mohanty (1997) provides an analysis that advances such understand-
ing. Her critical starting point is that exploitation in its various kinds is
linked with the political economy of globalisation in its material and dis-
cursive forms. She has chosen to speak of ‘One-Third/Two-Thirds’ worlds
instead of the common notion of the ‘Third World’. Through such discur-
sive choices, she has focused attention on commonly held and naturalised
conceptions that deal with the legitimacy of Western consumerism and

M2851 - BREWSTER TEXT.indd 85 07/12/2011 07:58

 86 Handbook of research on comparative human resource management

its ideals set for women – as well as men – in diferent parts of the world.
As a way to improve the state of afairs, she has called for transnational
solidarity building and struggle against harmful forms of globalisation
(Mohanty, 2004).
Such relections may at irst appear remote for comparative HRM, but
we maintain that they are not, if we wish to pursue broad understand-
ing of the issues that HRM can or should be dealing with, and a criti-
cal attitude toward the universalist ‘best practices’ and other solutions
provided. The fact remains, however, that to date we lack studies that
would spell out the full-ledged implications of transnational feminism
on IHRM and comparative HRM. This is a major challenge for future
research.

CONCLUSION

The starting point for this chapter has been a need to spell out speciic
ways in which we could advance critical analysis in comparative HRM.
We think that comparative HRM – more than other approaches or
emergent sub-ields in HRM – can precisely lead to better understand-
ing of broader social and societal issues in and around globalising
organisations. For this purpose, we have argued that comparative
HRM should be linked with critical management studies; at least in the
sense that comparative HRM could make use of speciic theoretical and
methodological approaches that have already proven useful in other
areas and have particular potential in view of the issues that IHRM can
and should deal with. Hence, we have proposed global labour process
theory, postcolonial analysis, and transnational feminism as examples
of perspectives that can further advance the comparative approach to
HRM. As our discussion has illustrated, there are seminal studies that
at least implicitly already deal with key issues of HRM in globalising
organisations and economy. However, it is equally clear that a great
deal can and should be done to further our understanding in these
important and fascinating areas. It is also important to note that our
discussion of the three critical perspectives is in no way meant as an
exhaustive presentation of the available critical perspectives on com-
parative human resource management. Rather, we would like to invite
a multitude of diferent theoretical programs to enrich and challenge the
current state-of-the-art in this developing area of management studies
scholarship.

M2851 - BREWSTER TEXT.indd 86 07/12/2011 07:58

 Critical approaches to comparative HRM 87

REFERENCES
Alvesson, M. & Deetz, S. 2006. Critical theory and postmodernism approaches to organi-
zational studies. In S. Clegg, C. Hardy, B. Lawrence & W. R. Nord (eds), The Sage
Handbook of Organization Studies. London: Sage Publications.
Alvesson, M. & Willmott, H. 1996. Making Sense of Management. London: Sage Publications.
Alvesson, M. & Willmott, H. 2003. Studying Management Critically. London: Sage
Publications.
Banerjee, S. B. & Linstead, S. 2001. Globalization, multiculturalism and other ictions:
Colonialism for the new millennium? Organization, 8(4): 683–722.
Banerjee, S. B. & Linstead, S. 2004. Masking subversion: neocolonial embeddedness in
anthropological accounts of indigenous management. Human Relations, 57(2): 221–247.
Barley, S. & Kunda, G. 1992. Design and devotion: surges of rational and normative
ideologies of control in managerial discourse. Administrative Science Quarterly, 47:
363–399.
Barratt, E. 2003. Foucault, HRM and the ethos of the critical management scholar. Journal
of Management Studies, 40(5): 1069–1087.
Bauman, Z. 2000. Liquid Modernity. Cambridge, UK: Polity.
Bhabha, H. 1994. The Location of Culture. London: Routledge.
Braverman, H. 1974. Labour and Monopoly Capital: The Degradation of Work in The
Twentieth Century. New York: Monthly Review Press.
Brewster, C. 1999. Strategic human resource management: the value of diferent paradigms.
In R. S. Schuler & S. Jackson (eds), Strategic Human Resource Management: A Reader.
Oxford: Blackwell.
Brewster, C. 2007. Comparative HRM: European views and perspectives. International
Journal of Human Resource Management, 18(5): 769–787.
Brewster, C., & Hegewisch, A. 1994. Policy and Practice in European Human Resource
Management: The Price Waterhouse Cranield Survey. London: Routledge.
Brewster, C., Mayrhofer, W. & Morley, M. (eds). 2004. Human Resource Management in
Europe. Evidence of Convergence? Oxford: Elsevier/Butterworth-Heinemann.
Burrell, G. & Morgan, G. 1979. Sociological Paradigms and Organizational Analysis. Oxford:
Elsevier/Butterworth-Heinemann.
Calás, M. B. & Smircich, L. 1993. Dangerous liaisons: the ‘feminine in management‘ meets
‘globalization’. Business Horizons, 36(2): 73–83.
Calas, M. B. & Smircich, L. 2006. ‘From the “woman’s point of view” ten years later:
Towards a feminist organization studies’. In S. Clegg, C. Hardy & W. R. Nord (eds),
The Sage Handbook of Organization Studies, 2nd edn, London: Sage Publications, pp.
284-346.
Clark, T. & Pugh, D. 2000. Similarities and diferences in European conceptions of human
resource management. International Studies in Management and Organization, 29(4):
84–100.
Dickmann, M., Brewster, C. & Sparrow, P. R. 2008. International Human Resource
Management: A European Perspective. London: Routledge.
Dore, R. 2000. Stock Market Capitalism: Welfare Capitalism: Japan and Germany Versus the
Anglo-Saxons. Oxford: Oxford University Press.
Drori, G., Meyer, J. W. & Hwang, H. 2006. Globalization and Organization: World Society
and Organizational Change. Oxford: Oxford University Press.
Foucault, M. 1977. Discipline and Punish. London: Penguin.
Foucault, M. 1978. History of Sexuality. New York: Pantheon Books.
Ghoshal, S. 2005. Bad management theories are destroying good management practices.
Academy of Management Learning & Education, 14(1): 75–91.
Giddens, A. 1979. Central Problems in Social Theory. London: Macmillan.
Giddens, A. 1984. The Constitution of Society. Cambridge: Polity.
Granovetter, M. 1985. Economic action and social structure: the problem of embeddedness.
American Sociological Review, 91(3): 481–510.

M2851 - BREWSTER TEXT.indd 87 07/12/2011 07:58

 88 Handbook of research on comparative human resource management

Habermas, J. 1972. Knowledge and Human Interests. Oxford: Elsevier/

Butterworth-Heinemann.
Habermas, J. 1984. The Theory of Communicative Action. Vol 1. Reason and the Rationalization
of Society. Oxford: Elsevier/Butterworth-Heinemann.
Hall, P. & Soskice, D. 2001. Varieties of Capitalism: the Institutional Foundations of
Comparative Advantage. New York: Oxford University Press.
Hassard, J., McCann, L. & Morris, J. 2007. At the sharp end of new organizational ideolo-
gies: Ethnography and the study of multinationals. Ethnography, 8(3): 324–344.
Jackson, T. 2004. HRM in developing countries. In A.-W. Harzing & J. V. Ruysseveldt (eds),
International Human Resource Management. London: Sage Publications.
Keating, M. & Thompson, K. 2004. International human resource management: overcoming
disciplinary sectarianism. Employee Relations, 26(6): 595–612.
Knights, D. & Willmott, H. 1989. Power and subjectivity at work: from degradation to sub-
jugation in social relations. Sociology, 23(4): 535–558.
Kunda, G. & Ailon-Suday, G. 2005. Managers, markets and ideologies: design and devo-
tion revisited. In S. Ackroyd, R. Batt, P. Thompson & P. S. Tolbert (eds), The Oxford
Handbook of Work and Organization. Oxford: Oxford University Press.
Kwek, D. 2003. Decolonizing and re-presenting culture’s consequences: a postcolonial
critique of cross-cultural studies in management. In A. Prasad (ed.), Postcolonial Theory
and Organizational Analysis: A Critical Engagement. New York: Palgrave Macmillan.
Legge, K. 1989. Human resource management: a critical analysis. In J. Storey (ed.), New
Perspectives on Human Resource Management. London: Routledge, pp. 19–40.
Lilja, K. 1998. Finland. In A. Ferner & R. Hyman (eds), Changing Industrial Relations in
Europe. Oxford: Blackwell.
Lindeberg, T., Manson, B. & Vanhala, S. 2004. Sweden and Finland: small coun-
tries with large companies. In C. Brewster, W. Mayrhofer & M. Morley (eds),
Human  Resource Management in Europe: Evidence of Convergence? Oxford:
Elsevier/ Butterworth-Heinemann.
Maurice, M. & Sorge, A. 2000. Embedding Organizations: Societal Analysis of Actors,
Organizations and Socio-Economic Context. Amsterdam: John Benjamins.
McCann, L., Hassard, J. & Morris, J. 2004. Middle managers, the new organizational ideol-
ogy and corporate restructuring: comparing Japanese and Anglo-American management
systems. Competition and Change, 8(1): 27–44.
McCann, L., Morris, J. & Hassard, J. 2008. Normalized intensity: the new labour process of
middle management. The Journal of Management Studies, 45(2): 343.
McKinlay, A. & Starkey, K. P. 1998. Foucault, Management and Organization Theory: From
Panopticon to Technologies of Self. London: Sage Publications.
Mintzberg, H. 2004. Managers not MBAs. San Francisco: Barrett-Koehler.
Mohanty, C. T. 1997. Women workers and capitalist scripts: ideologies of domination,
common interests, and the politics of solidarity. In J. Alexander & C. T. Mohanty (eds),
Feminist Genealogies, Colonial Legacies, Democratic Futures. New York: Routledge, pp.
3-29.
Mohanty, C. T. 2004. Feminism Without Borders. Durham & London: Duke University
Press.
Morgan, G., Kristensen, P. H. & Whitley, R. 2001. The Multinational Firm: Organizing
Across Institutional and National Divides. Oxford: Oxford University Press.
Morgan, G., & Smircich, L. 1980. The case for qualitative research. Academy of Management
Review, 5(4): 491–500.
Morris, J., Hassard, J. & McCann, L. 2006. New organizational forms, human resource
management and structural convergence: a study of Japanese organizations. Organization
Studies, 27(10): 1485–1511.
Pfefer, J. & Fong, C. 2005. The business school ‘business’: some lessons from the US experi-
ence. Journal of Management Studies, 41(8): 1501–1520.
Prasad, A. 1997. The colonizing consciousness and representations of the other. In P. Prasad
(ed.), Managing the Organizational Melting Pot. London: Sage Publications.

M2851 - BREWSTER TEXT.indd 88 07/12/2011 07:58

 Critical approaches to comparative HRM 89

Prasad, A. 2003. Postcolonial Theory and Organizational Analysis. London: Palgrave.

Quack, S., Morgan, G. & Whitley, R. 2000. National Capitalisms, Global Competition and
Economic Performance. Amsterdam: John Benjamins Publishing.
Saïd, E. 1978. Orientalism. New York: Vintage Books.
Scott, R. 2001. Institutions and Organizations, 2nd edn. London: Sage Publications.
Sennett, R. 1998. The Corrosion of Character: The Personal Consequences of Work in the New
Capitalism. London: W. W. Norton.
Sennett, R. 2006. The Culture of the New Capitalism. New Haven, CT: Yale University Press.
Spivak, G. 1987. In Other Worlds: Essays in Cultural Politics. New York: Methuen.
Tainio, R. & Lilja, K. 2002. The Finnish business system in transition: outcomes, actors, and
their inluence. In B. Czaniawska & G. Sevon (eds), The Northern Lights: Organization
Theory in Scandinavia. Malmö: Liber.
Tipton, F. B. 2008. Thumbs-up is a rude gesture in Australia: the presentation of culture in
international business textbooks. Critical Perspectives on International Business, 4: 7–24.
Townley, B. 1993. Foucault, power/knowledge, and its relevance for human resource man-
agement. Academy of Management Review, 18(3): 519–545.
Vaara, E., Tienari, J., Piekkari, R. & Säntti, R. 2005. Language and the circuits of power
in a merging multinational corporation. Journal of Management Studies, 42(3): 595–623.
Westwood, R. 2001. Appropriating the other in discourses of comparative management.
In R.
Westwood, R. 2004. Towards a postcolonial research paradigm in international business
and comparative management. In R. Marschan-Piekkari & C. Welch (eds), Handbook of
Qualitative Research Methods in International Business. Cheltenham, UK: Edward Elgar.
Westwood, R. 2006. International business and management studies as an orientalist dis-
course: a postcolonial critique. Critical Perspectives on International Business, 2(2): 91–113.
Westwood, R. & Jack, G. 2006. Postcolonialism and the politics of qualitative research in
international business. Management International Review, 46(4): 481–501.
Westwood, R. & Jack, G. 2007. Manifesto for a post-colonial international business and
management studies: a provocation. Critical Perspectives on International Business, 3(3):
246.
Westwood & S. Linstead (eds), The Language of Organization. London: Sage Publications.
Whitley, R. & Kristensen, P. H. 1996. The Changing European Firm. London: Routledge.
Whitley, R. 2002. Competing Capitalism: Institutions and Economies. Volumes 1 and 2.
Cheltenham, UK: Edward Elgar.
Wikipedia. 2009. Global inancial crisis of 2008–2009. Available at: http://en.wikipedia.org/w/
index.php?title5Global_inancial_crisis_of_2008%E2%80%932009&oldid5279166396.
Young, R. 2001. Postcolonialism: An Historical Introduction. Oxford: Blackwell.

M2851 - BREWSTER TEXT.indd 89 07/12/2011 07:58