The Benefits of Discourse Analysis for Human Resource Management**

Zusammenfassung

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The objective of this article is to take a closer look at discourse analysis as a qualitative method of data collection, analysis and theory building in Human Resource Management. Working exclusively with audio or video recordings of authentic conversations and following a systematic methodological process, discourse analysis enables researchers to develop theoretical conclusions and models on HR topics. First, basic assumptions and tools of discourse analysis are presented. Special emphasis is put on the applied discourse analytical approach and potential benefits for research on Human Resource Management. Second, drawing on a research project carried out at the University of Bayreuth, an example is presented of how discourse analysis was used to investigate experience management. The project yielded a theoretical model that describes the communicative processes of experience transfer among expatriate managers. It reveals the particular challenges involved as well as strategies interactants use to cope with them. Being strictly action-oriented, the model is advantageous for deducing recommendations for Human Resource Development. [PUB ABSTRACT]

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Auszug

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The Benefits of Discourse Analysis for Human Resource Management**

1. Introduction

There is an increasing appreciation of qualitative methods and analysis in research on Human Resource Management. However, we lack a more sophisticated understanding of the contribution of different frameworks and methods offered within the qualitative paradigm. There is especially a need to assess the potential contributions of less well-known qualitative approaches. One example for this is discourse analysis as a qualitative method of data collection and analysis that focuses on the communicative behaviour of people in everyday and institutional contexts.

Today communication is a key qualification for managers. Not only communication experts but also company representatives argue that 70 to 90% of managers' worktime consists in communication (cf. Brünner 2000, 15; Rosenstiel 1994, 117). Whenever managers delegate certain tasks to subordinates, motivate people, negotiate with partners or attend to clients, effective communication is crucial. Despite the importance of communication and communicative competence for managers, the method of discourse analysis that brings into focus these communicative aspects and that provides a unique methodological process for the qualitative analysis of managers' communicative behaviour is barely heard of in the business context and more precisely in Human Resource Management. This is not only stressed by discourse analysts (e.g. Härtung 2004a, 304; Weber/ Anto s 2005, 57-58), but we also find that basic handbooks and anthology s on research methods in the social sciences seldom comprise articles on discourse analysis (e.g. Mars chan-Piekkari/ Welch 2004, Richardson 1996). Neither do business coaches, in HRM practice, use discourse analytical tools and findings. They work instead with psychological concepts of communication (e.g. Schulz von Thun 1981; Watzlawick/Beavin /Jackson 1969) that hardly ever focus on the particular way people actually use language in their communicative practice.

Applied discourse analysts, for their part, focus more and more on questions of practical relevance for Human Resource Management and try to make their results available to practitioners. They investigate conversation in the business context and identify typical communicative problems and successful strategies for conversation in ...

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