Abstract

The emerging disruptive business environment world-wide presents complex challenges to the theory and practice of human resources management (HRM) globally, including the United States. In this dissertation, I argue that against a volatile, uncertain, complex, and ambiguous (VUCA) context, HRM should adopt systems thinking methodologies, approaches, frameworks, and tools to ensure sustainable HRM problem-solving and decision-making. To this end, I formulated a new approach that I labelled Systemic Human Resources Management (Sys HRM). I emphasized that Sys HRM does not replace traditional methodologies but rather, it is complementary to prevailing HRM methodologies, approaches, tools, and frameworks. Using a case study of a home healthcare organization, the differences between the prevailing approach, often described as the resource-based view (RBV), and the Sys HRM approach are presented. This includes articulating differences between methods and tools used for problem formulation, problem-solving, and decision-making. Overall, my findings showcase the limitations of applying only the prevailing HRM methodologies, approaches, frameworks, and tools in chaotic and complex contexts. I posit that rather than HRM focusing on having a seat at the C-suite table, the function should reposition itself so that it remains viable, evidenced through the impact of HRM initiatives on the bottom-line. I also argue that HRM should embrace Sys HRM by redesigning the HRM curriculum by academic institutions and HRM professional institutions including the Society of Human Resources Management (SHRM). I note that further research is critical to test my findings from the case study and to support that Sys HRM is a valid approach in a VUCA context.