HRM and organizational change: an emotional endeavour

Abstract

This paper sketches the outlines of a differentiated approach towards the contribution of HRM to organizational change. While departing from a critique on the assumptions of the human resource‐based view of the firm, we develop an alternative approach which has been derived from the core elements of the relational theory of emotions. These elements, which pertain to the complexity of human beings, emphasize the processes and relational characteristics of emotions and the hegemonic power base of emotions. We argue that it is necessary to sensitize HRM to the emotional subroutines entwined in organizational change, and that an empathic and respectful approach towards people's authenticity should be cultivated.