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Cross-Boundary HRM: Theory & Practice

This document discusses the implications of cross-boundary work for human resource management (HRM) theory, methods, and practice. It identifies three types of cross-boundary work: intra-organizational work within an organization's boundaries, inter-organizational work across multiple organizations, and trans-organizational work across networks without a dominant employer. The paper argues that HRM models must account for these simultaneous forms of work and reconsider theory, methods to redefine objectives and assessments, and practice to support individuals working across boundaries.

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Vina Munawar
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11 views1 page

Cross-Boundary HRM: Theory & Practice

This document discusses the implications of cross-boundary work for human resource management (HRM) theory, methods, and practice. It identifies three types of cross-boundary work: intra-organizational work within an organization's boundaries, inter-organizational work across multiple organizations, and trans-organizational work across networks without a dominant employer. The paper argues that HRM models must account for these simultaneous forms of work and reconsider theory, methods to redefine objectives and assessments, and practice to support individuals working across boundaries.

Uploaded by

Vina Munawar
Copyright
© All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd

INFOGRAPHIC HRM

CROSS‐BOUNDARY WORKING:
IMPLICATIONS FOR HRM
THEORY, METHODS, AND
PRACTICE
 In this papper argue that we cannot assume a transition
from one type of work to another because of cross-border
forms of coexisting work. We also need to understand these
simultaneous tensions at the organizational / network, HRM
system, and individual levels. Therefore, this paper presents
a more sophisticated approach to HRM that includes three
types of work across borders, namely intra-organizational,
inter-organizational, and trans-organizational. Then also
presents the implications for the theory, methods and
training of the HRM system.

Intra- organizational; In this


context, cross-boundary work
exists where individuals can be
relied on with clients and
contractors within the
boundaries of the organization.

Inter- organizational; in this case, many


organizations come together to form, for
example, an integrated project team (IPT), to
achieve a network-level targets. Usually,
professionals and other workers are seconded,
but still members, their own organizations
and bring together complementary knowledge
and skills to focus on the project.

Trans- organization; Here, individuals and


organizations come together in a network context to
produce products and services. There is no dominant
employer in this context; However, there may be a
coordinating organization that acts as a focus for a
market-based employment model

IMPLICATIONS
TEORY - This paper argues that previous theoretical HRM models
are no longer effective, so we need to reconsider the starting
points and theoretical tools needed to understand contemporary
work.
METHOD - the purpose of this is to redefine why, who, and what
HRM has clear implications for the method.
PRACTICE - In this context, cross-boundary work exists where
individuals can be relied on with clients and contractors
within the boundaries of the organization.

In conclusion, this papper identified three categories of cross‐


boundary working: intra-organisational, inter-organisational, and trans-
organisational. In each of these types, we considered the following:
(a) the nature of the organisational/network boundaries, (b) the HRM
system, and (c) the impact on individual attitudes. This also has clear
implications for HRM theory, methods and practice.

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