Unwrapping the HRM bundle: HR system design in an Irish power utility

Abstract

This article considers the way in which new HR systems were designed for three power stations within Ireland. The study provides insights into how choices are made about which practices are included in or excluded from the HR bundle and considers the factors that can lead to or prevent the successful implementation of new HR systems. The research suggests that all HR practices are not necessarily of equal importance in the bundle that comprises an HR system. Instead, it may be useful to view such a system as comprising both core and ancillary HR practices and as dependent on the existence of appropriate HR processes if it is to operate successfully. In addition, the study suggests that new HR systems may fail because insufficient attention is paid to the impact of ‘deadly combinations’ (Becker et al., 1997) and that changing an existing system will require the elimination of old practices before new practices can be introduced successfully.

Keywords:

• HRM
• HR system
• HR bundles

Acknowledgements

We gratefully acknowledge the research assistance provided by Edel Coughlan to the project and the funding for Edel's position provided by the HEA through the Programme for Research in Third Level Institutions and the Centre for Innovation and Structural Change, NUI Galway.