Abstract

This theoretical paper examines pragmatism and its application to the field of human resource
management. The paper considers the debate about the validity of research-based practice
and practice-based research as significant frameworks for achieving effectiveness in human
resource management as a field. The paper, building on Watson’s (2010) theoretical
perspective, found that in view of the critical activities taking place at the intersection of
theory and practice there is a case for a new model of research-practice convergence in HRM
and for pragmatism and how it can be used in the HRM research-practice link. The article
posits that pragmatism in human resource management serves societal purposes and
represents a stakeholder framework by combining the interest of diverse social and
organisational spheres (stakeholders) involved in shaping and sharpening the discipline.
Pragmatism in HR exemplifies a case of sociological imagination (Mills, 1959) and is
therefore a framework for undertaking multi-dimensional research that is meaningful,
contemporary and relevant for researchers and practitioners.