This article examines the emergence and development of HRM-based change within two private sector manufacturing organizations. We draw upon discourse theory to open up fresh insights into the uncertain and complex nature of organizational change, specifically the socially contested nature of HRM and the essentially fluid nature of organizational discourse. We present a conceptual framework that depicts HRM-based change in the form of multi-layered ‘conversations’, drawing attention to the collaborative and discursive processes by which individuals construct their knowledge and understanding of their organizational world. Our conclusions point to the need for a more critical treatment of the creative and dynamic nature of organizational discourse and of employee perceptions and experiences of HRM-based change.
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