1. HR Managers trust relations and the development of HR Enterprise- wide systems projects Carole Tansley Nottingham Business School The Nottingham Trent University

2. HRIS DEVELOPMENT – A FORCE FIELD ANALYSIS (see Tansley, Newell and Williams, 1999) AUTOMATE INFORMATE TRANSFORMATE (Tech functionality (Tech &(Tech & & data) information)knowledge mgt) HRIS Strategic alliances EWIS strategies HRIS availability Senior mgt (not HR) push Org. restructuring Legacy systems Finance HR resources Adding value? Politics

3. Challenges of EWIS development for HR project managers Big concept: wholesale company systems integration but only managing HR pillar Big concept: wholesale company systems integration but only managing HR pillar Unknown territory e.g. cross- organisational/disciplinary working Unknown territory e.g. cross- organisational/disciplinary working Managing multi-disciplinary/temporary team members Managing multi-disciplinary/temporary team members Lack of knowledge about IS project processes Lack of knowledge about IS project processes

4. The study Cross-case comparison of HRIS project management in two transnational organisations implementing EWIS Cross-case comparison of HRIS project management in two transnational organisations implementing EWIS Focus on knowledge-development & trust relations in the project manager/team member relationship Focus on knowledge-development & trust relations in the project manager/team member relationship Two conceptual frameworks: Two conceptual frameworks: Newell and Swans (2000) trust typologyNewell and Swans (2000) trust typology Raubs (2000) knowledge-based framework of competency developmentRaubs (2000) knowledge-based framework of competency development Raises questions about the knowledge- based competence necessary for an HR EWIS project manager Raises questions about the knowledge- based competence necessary for an HR EWIS project manager

5. Different ways of construing trust As an ontological resource to draw upon to guard the self in dealings with everyday reality (Dibben, 2000) As an ontological resource to draw upon to guard the self in dealings with everyday reality (Dibben, 2000) As a personality trait (Rotter, 1967; 1971; 1980) As a personality trait (Rotter, 1967; 1971; 1980) As rational choice or transaction cost (Williamson, 1975) As rational choice or transaction cost (Williamson, 1975) Sociologically as the expectation that arises within a community of regular, honest and cooperative behavior, based on commonly shared norms, on the part of other members of that community (Fukuyama, 1995, p26). Sociologically as the expectation that arises within a community of regular, honest and cooperative behavior, based on commonly shared norms, on the part of other members of that community (Fukuyama, 1995, p26).

6. Trust in teams is said to be enhanced when project managers… provide team members with feedback give sufficient explanations for their actions (e.g. Konovsky and Cropanzano, 1991; Sapienzo and Korsgaard, 1996) discuss their ideas (e.g. Butler, 1991; Hart et al., 1986). do not engage in politics or use hostile and demanding tactics

7. A three-fold typology of trust (Newell and Swan, 2000) Commitment trust Commitment trust Companion trust Companion trust Competence trust Competence trust

8. Research Methods Ethnography incorporating: Participant observationParticipant observation InterviewsInterviews Document analysisDocument analysis

9. QEL and Epicurea: similarities Both transnational organisations new to EWIS development Both transnational organisations new to EWIS development Many legacy systems Many legacy systems Poor image of HR departments Poor image of HR departments Poor HRIS development history Poor HRIS development history Lead HR managers with no HRIS development experience Lead HR managers with no HRIS development experience Project teams temporary workers Project teams temporary workers

10. Project manager competence development and knowledge related processes (Raub, 2001) ImaginationImplementationIntegration Know- what Diagnosing: identifying relevant strategic issues and outlining a new strategic logic Defining: Evaluating and selecting new initiatives; defining the new strategic logic Deploying: aligning organizational and knowledge structures Know- why Innovating: translating the strategic logic: exploring innovative theories Implementing: defining standards and procedures establishing an appropriate knowledge architecture Implementing: defining standards and procedures establishing an appropriate knowledge architecture Integrating knowledge between projects Integrating knowledge between projects Know- how Identifying: localizing individual and functional know-how; identifying external knowledge sources Interrelating: building and maintaining links to other know-how carriers. Improving: Adopting new standards and procedures; codifying know-how

11. Project management competence development and knowledge related processes in QEL & Epicurea ImaginationImplementationIntegration Know- what Diagnosing: Nick late in joining ERP project, no vision & no success in gaining funding. Shauna developed HRIS vision linked to business strategy, networked with other EWIS mgt. & gained funding for HR project. Defining: Process eng: Nicks messy processes with many consultants. Ineffective & expensive workshops. Knowledge redundancy of functional mapping teams not taken into account. Shauna: Macro mapping with HR directors only worldwide then HRIS team develop methodology. Social events. Deploying: Nick: still no project funding because business case still not proven. Team sidetracked by providing proof of concept. HR director still not actively involving himself so – little aligning of organizational and knowledge structures. Shauna: Linking new initiatives & priority maintenance of project. Know- why Innovating: Nick separate from current HR developments and sending negative messages to senior mgt about IS impact on HR. Shauna working with HR managers & team on synchronous development of HR strategy and policy. Implementing: Nick keeps team focused on procedure writing. Process owners not kept up to date nor checked that they understood jargon. Shaunas team required to analyze stakeholders needs & report back to IS project leader for project changes. Integrating: Nick focused on technical developments. IS contractor takes over meetings. Still no bringing together of the process owners in spite of requests nor part of general ERP team. Shauna working with US teams on wholescale HRIS project. Know- how Identifying: Nick: standard recruitment ads s = staff HR without IS skills + alienated contract IS staff (ft). Shauna: staff from network & early mix of IS & HR (pt). IS to lead at project level and report to Shauna. Interrelating: Poor communication processes at QEL. Few understood what was going on as each stage progressed. Nick not regarded as a leader, though respected for his knowledge. Shauna: required continual team reflection processes for team learning and socialization. Improving: Nicks stop/start of project meant piecemeal adoption of new standards and procedures; codifying know- how had been difficult because of garbage can of intranet. Shaunaa project complete and new standards & procedures known.

12. Trust relations, PM competence development and knowledge related processes ImaginationImplementationIntegration Nick: low team companion trust – e.g. induction missing Nick: low team companion trust – e.g. induction missing Shauna: early development of individual companion trust Shauna: early development of individual companion trust Swift trust (Meyerson et al., 1996) an aspect of competence trust in both projects. Because no risk or uncertainty to careers, no formal commitment trust needed to be generated. Swift trust (Meyerson et al., 1996) an aspect of competence trust in both projects. Because no risk or uncertainty to careers, no formal commitment trust needed to be generated. Nick: little socialisation encouraged on the section, treated lurkers, shirkers and workers the same, team fear for livelihoods so negative social capital generated = Low companion and competence trust. Team ref to commitment trust. Nick: little socialisation encouraged on the section, treated lurkers, shirkers and workers the same, team fear for livelihoods so negative social capital generated = Low companion and competence trust. Team ref to commitment trust. Shauna: clear focus on strategy, continuous social capital generation & reflection on practice encouraged = high companion and competence trust. No reference to commitment trust Shauna: clear focus on strategy, continuous social capital generation & reflection on practice encouraged = high companion and competence trust. No reference to commitment trust Nick: Loss of team members, hold on project. Team focus on commitment trust. Reduced self trust. Nick: Loss of team members, hold on project. Team focus on commitment trust. Reduced self trust. Shauna: consideration of integrating mechanisms including: alliance with emerging strategies in HR and IS, priority maintenance of her project, expansion of project to US, development of exchange tactics with team members. = maintenance of high levels of competence & companion trust. Shauna: consideration of integrating mechanisms including: alliance with emerging strategies in HR and IS, priority maintenance of her project, expansion of project to US, development of exchange tactics with team members. = maintenance of high levels of competence & companion trust.

13. Conclusions Ethnographic research at project level can enhance understanding at organisational level Knowledge development processes in HR EWIS projects are inherently linked to trust relations between project manager and team Types of trust are useful heuristic devices and can be seen to be linked., In developing competence trust, project managers can usefully develop knowledge- based competence in: project priority maintenance with all stakeholders positive social capital in own and teams networks an understanding of the mutual benefits of strategic exchange with management of reciprocal relations and a high level of self trust/emotional intelligence

14. Possible areas for future research Relations between project management leadership and self trust/emotional intelligence Relations between project management leadership and self trust/emotional intelligence Ways in which strategic use of HRIS can inform HR power relations Ways in which strategic use of HRIS can inform HR power relations The difficulties inherent in taking a content theory approach to knowledge The difficulties inherent in taking a content theory approach to knowledge The challenges of taking a relational perspective (i.e. knowledge development in the social relations inherent in project work). The challenges of taking a relational perspective (i.e. knowledge development in the social relations inherent in project work).

15. Strategic Exchange (Watson, 2002) Employee Organisation Life strategy Organisation strategy Non-work social & economic exchanges: Corporate social & economic exchanges: Institutional Context Customers Suppliers State Media etc Culture Discourse Narratives Implicit contract