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Paul is a registered industrial/organisational psychologist and has been a member of the College of Business at Massey University since 1985. Prior to that, he was employed in the New Zealand Armed Forces in a variety of appointments as an industrial/organisational psychologist and as a personnel director.
His teaching areas include human resource management practices, research methods in human resource management, valuing human resources management, and strategic human resource management. He has taught on the Massey University Executive MBA programme and was an assistant director of the Dunedin based executive MBA programme for six years. His current research activities and interests include valuing human resources in organisations and also the human element in intellectual capital and knowledge management (ICKM). His current research focus includes the relationship of human resources practices, organisational culture, and knowledge sharing on organisatinal capability. Current research also includes studies on the perceptions of professional employees on the measures used in terms of their value to organisational outcomes.
Paul is a Life Fellow of the Human Resources Institute of New Zealand and an Associate Fellow of the New Zealand Psychological Society. He has been a member of the National Council of the Human Resources Institute of New Zealand, and served as the National President 1997 to 1999. He has also served as the Director of Graduate Studies for the College of Business. He was the founding editor of the New Zealand Journal of Human Resources Management. He was a member of the Institute's research and publications committee for a number of years. He is also a member of the Academy of Management. Currently he is on the Branch Committee of the Academic Branch of HRINZ, having served as its Vice President for two years after its formation in November 2009.
He is currently actively engaged in PhD supervision and reserch supervion at the masters level. He is planning to write a book on the specific are of valuing human resource talent in business enterprises, when time permits.
Roles and Responsibilities
Has had a number of roles during his career at the University, including memberships of graduate studies committee, College of Business Board, University Academic Boad. Also role of Director of Graduate Studies College of Business, MBA Asssistant Director (Dunedin), and Head of Department of Human Resource Management.
Currently is a PhD oral convenor for the Doctoral Research Committee and is also has been associated with university academic matters as a member of one of their academic reform panels.
I am a reasonably senior academic staff member in the College of Business at the Manawatu Campus. I live in Palmerston with my wife, Kaye, and currently our son Tim is staying with us until June next year when he is panning to return overseas. I play the jazz saxaphone, enjoy gardeinbg and keep fit by going to the gym regularly. I enjoy Massey work and have seen a lot of changes over the past few years.
My research focus is still people as valuable human resources (HR) in the knowledge economy, and mentoring research students in this area of enquiry The mismatch of the rhetoric of people being the most valuable organisational assets with actual treatment in organisations is well documented and is still alive and well in the 21st Century. My programme is centred on the development of meaningful and cost effective HR measures that have strategic significance in adding value to organisational goal delivery. Specific research questions include: (1) How can HR practices offer maximum leverage of the human capital pool through knowledge sharing (KS)? (2) What is the effect of organisational and social culture in HRM practice and value added? (3) What models of human capital (HC) and knowledge management (KM) can be developed and tested empirically with respect to people as adding value?
The research impact highlights the difficulties of evaluating HRM in conventional accounting (business) metric linked to the developing intellectual capital paradigm (intangible assets) that has gained traction in the literature. This is reflected in the development of research-based work with doctoral students on the interface of HRM and its relationship with people in organisational settings and communities. Bridging the gap between academic and practitioner HR communities in NZ that have historical and contemporary antecedents regarding their needs is reflected in continuing links with the professional HRM Institute’s Academic Branch (RC14) and participation in MPOWER (RC5).
My main purpose now is to continue with PhD research student supervision, and assisting them to publish from their PhD research. While still attempting to link their PhD subjects to the value-added paradigm of people at work, the boundaries are not restricted to my own specific research questions delineated above in Para 1. Since 1 Jan 2016, I have been employed as 0.6 full time staff.
Resource Development and Management
Field of research codes
Business and Management (150300): Commerce, Management, Tourism And Services (150000): Human Resources Management (150305)
Has research expertise & publications in the following areas of HRM:
Valuing human resources and HR metrics
Human resource management practices
Strategic human resource management
Research methods are such that he comes from a quantitative
research methodology, but also utilises triangulation in his
research approach. Has utilised appreciative inquiry
technique in practical projects
Current Papers, over last two years:
114.396: Strategic Human Resource Management
114.702: Human Resource Management and Workplace Relations
114.728: Valuing HR Talent in Business Enterprises
114.735: Competitive Advantage and HRM
119.281: Decision Tools for Primary Industries (HRM Module)
114.723: Performance Management