The role of professional identity in HRM implementation: Evidence from a case study of job redesign
通过英国医疗与社会照护部门的工作再设计案例，研究不同职业群体对同一人力资源管理实践的不同反应，揭示专业身份如何影响HRM实施。
Abstract How and why do employees from heterogeneous professional and occupational groups respond to the same HR practice differently—job redesign—and what is the implication of this for human resource management (HRM) implementation? Drawing upon a qualitative case study of job redesign in the English health and social care sector, affecting three distinct groups of employees, we highlight the different ways these employees respond to the implementation of job redesign over time. We contribute to a nascent literature discussing employees' role in HRM implementation. We also show that different types of professionals (occupational professionals, paraprofessionals, and organisational professionals) respond to job redesign differently, depending on its impact on their professional identity, which, in turn, affects its implementation.