sept 2001 chris jarvis bs3403 human resource management
TRANSCRIPT
Sept 2001Chris Jarvis
BS3403
Human Resource Management
BS3403 HRM
2
Schedule
Lectures Case study discussion Coursework 50%, Examination 50% On-line Forum/Bulletin Board Study guide and Learning Resources
course WWW-site sol.brunel.ac.uk/~jarvis/degreemodules/bs3403/
BOLAsol.brunel.ac.uk/~jarvis/bola/personnel/
BS3403 HRM
3Chris Jarvis: HRM Theory and Practice
MG5012 Managing Human Resources
Module Texts
Essential (pre-season training) Maund L, 2001, Intro to HRM, Palgrave Beardwell I & Holden, 2000, HRM, Pitman
Further Cornelius, N (1999) HRM: a Managerial Perspective,
International Thomson Legge K, (1995), HRM: rhetorics and realities, MacMillan
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HRM: a mature discipline?
Scientific/philosophical rigourCritical evaluationComplex synthesis
Analytical explanationTechnical application
Contextual understandingDescriptive knowledge
and categorisation
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Scope of HRM
What business activities? Who does them?Evolution of HRM/Personnel functionHR content
job and employee related service functions
HR contexts (STEEPLE) social, technological, economic, ethical, legal and
environmental
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HR AnalysisPlanning, Policy andImplementation
Staffing•Recruitment•Placement•Records
Learning,Training, andEvaluating
RewardsandContracts
Organisationalculture &managementworkforcerelationships
HRM/Personnel Activities
The organisation employs peopleMacro Meso Micro Meta issues
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Karen Legge - Perspectives on HRM Rhetoric
• descriptive functional (policies, procedures, purposes, rules, regulative mechanisms)
• normative (values and commitments: managerial, libertarian, egalitarian, ethical)
• critical evaluative (strength of theory, rhetoric and experience)
• descriptive behavioural (practice, experience and interpretation)
Approaches, theoretical strength, control, philosophies & tension
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Brain of the Firm?
Personnel/HRM at Board Level
non-Exec Directors
Sales andMarketing Director
Finance Directorincl. IT Systemsand Payroll
Operations andDistributionDirector
Director of Human Resources
Managing Director Company Secretary
Chairman
Variants for public sectorVariants for public sector Staff? Systems?
Functionalresponses to internal& external conditions
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ManagersOperatorsTechnicalOverseasGraduatesSales?
Recruitment
General PersonnelPersonnel RecordsStatisticsEqual opportunitiesCommunicationsCatering?
PersonnelServices Manager
Management Devel
NeedsDesignDeliveryEvaluation
Operative training
Staff appraisalCareer counselling
Investors in PeopleTechnical training
HRD Manager
Medical Centrescreening/welfareLoos/hygieneHealth & safetyWelfarecounsellingSocial clubSite security?
Site Services
& Occupational Health
Rewards policy and change?Union bargaining and staffrepresentationContracts
Social/structural & legal adaptation
Managing conflict
EmployeeRelationsManager
Director ofHuman Resources
Employment law
Strategy, external/internal, policy, standards,service quality, organisational Learning and cultures
a service to managementnot a third party, mediator between company & staff
Discipline
Central, functional HRM Services model
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STAGE 1
Records and administration
Regulativeaccountability
Competitive Advantage
Development of HRM/Personnel
STAGE 3
STAGE 2
Admin. Service Manager
Contracts Service Manager
Strategic Manager
Problem-solving, power and innovation
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Personnel administrator Clerk of works: chores, reactive, little authority, difficult to prove
success, cost not profit centre Contracts manager & Architect – deploy systems + innovate
(Tyson & Fell 1986)
Conformist innovator (contacts) professionalism - accepts “ends” & adjusts “means” service & innovation within prevailing norms. policies for effective staffing, admin services & consultancy
Deviant innovator (architect) influence “ends -means” relationships. gain acceptance for different success criteria. strategic: empowerment, creativity, organisational culture
(Legge 1978)
Clerks & InnovatorsClerks & Innovators
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Managerial control: values and assumptions
Employing people - unregulated master-servant relationship
Modern, bureaucratic, efficient corporation - internal regulation
Development of HRM/Personnel - 2
Externally regulated bureaucratic, efficient corporation
Competitive, global, lean, high quality, high tech firm
Dispersed,networked, flexible, K-based organisation
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The distributed organisation
Centralised, corporate activities. Compare with Retail distribution The short life organisation Software house, consultancy and facilities management European or global firm The academic organisation The "professional" organisation (solicitors, accountants) The NHS Local and central government The knowledge-centred organisation
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Why a separate, bolt on HRM/personnel servicing function?
Bureaucratic system & maintenance regulated environment to service transactions
(staff <==> firm). admin. burden. Routinisation, consistency, predictability.
Strategic preparedness & development intelligence & expertise. anticipate staffing problems. Coordinate, reduce risk strategic analysis, choice & implementation (global or local) Support development & business prosperity
Stick to the knitting? ==> Outsourcing Each section manager as their own HR manager?
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ManagersOperatorsTechnicalOverseasGraduatesSales?
Recruitment
General PersonnelPersonnel RecordsStatisticsEqual opportunitiesCommunicationsCatering?
PersonnelServices Manager
Management Devel
NeedsDesignDeliveryEvaluation
Operative training
Staff appraisalCareer counselling
Investors in PeopleTechnical training
HRD Manager
Medical Centrescreening/welfareLoos/hygieneHealth & safetyWelfarecounsellingSocial clubSite security?
Site Services
& Occupational Health
Rewards policy and change?Union bargaining and staffrepresentationContracts
Social/structural & legal adaptation
Managing conflict
EmployeeRelationsManager
Director ofHuman Resources
Scope for Out-sourcing HRM Services
Employment law
Strategy, external/internal, policy, standards,service quality, organisational Learning and cultures
a service to managementnot a third party, mediator between company & staff
Out-source
?
Out-source
?
Out-source
?
Out-source
?Discipline
The dist
ributed
,
Knowledge-b
ased
organisatio
nThe d
istrib
uted,
Knowledge-b
ased
organisatio
n
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HR Planning
DEMANDforecastinganalysisqualitativequantitative
SUPPLYInternal&externallaboursupply
Service and Innovationbusiness and population trends
The right people, in the right place, at the right time, at the right cost and with the right frame of mind.
Jobs, contracts, skills, organisational membership
Planning objectives?
Short-/long-termPIMs & Internet technologies
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Jobs filledCompetenciesReputationCostsFlexibilityHarmonyContribution & performance
Attract
Recruitment• Internal• External: advertising sources costs methods
Select
The right candidatefor the job:
ValidityReliabilityUtility of :
•application process•interviews & tests•assessment centres•reference & security checks
Staffing
OrganizationalGoals
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Competence, training and learning
1. Needs2. Design and
implementation3. Evaluation
• business needs?• what training needs?• training objectives &
learning outcomes• know-how & learning• criteria for evaluation
• what methods• training policy• learning processes• resources & materials• scheduling• delivery & learning
support
• Assess outcomes against criteria
• What outcomes?• What criteria?
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Rewards and equity issues
External equity retention & distributionpay survey & benchmarking key jobsoccupational class & transfer values
Internal equityJob evaluation:Methods
Individual equity (acceptance & motivation)Direct:• pay rises (seniority& performance)• broad banding• skill-based pay• gain sharingIndirect:• benefits and trappings of membership
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Performance Appraisal
Describe proceduresValues and assumptionsEvaluate theory/practiceDescribe behaviours
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Exchange, bargaining and the law
Contracts - rights and obligations Fairness and justice - unfair dismissal Liberty, ownership and property - redundancy and TUPE Right to work eligibility Discrimination and equal opportunity Union recognition, membership and activities Negotiation of wage-work bargain Employee surviellance Global adaptation and frameworks
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Transactions in internal and external labour markets services to support staff employment personnel records & documentation recruitment & selection contracts of employment reward systems staff training & development unions & collective bargaining welfare services equal opportunities policies communications & culture
Descriptive-Functional perspective
Purposes, policies, rules, procedures & competencies of personnel & HRM practice. Prescriptions & guidelines:Purposes, policies, rules, procedures & competencies of personnel & HRM practice. Prescriptions & guidelines:
Very practicalMembership +Boundary management
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Pay-offs in Employer-Employee Relationship
Task structure - work within policy, procedure & technical constraints. Jobs, work arrangements
Knowledge & skill - employer wants know-how, competence, experience. Employee wants to be put to good use & be developed
Psychological - mgt & co-workers want committed, loyal, motivated staff. Individual wants satisfaction
Efficiency/rewards - employer wants performance & quality output. Employee wants equity, felt-fair rewards & opportunity
Ethical - values & commitments in right/wrong behaviour
(after Mumford 1972)(after Mumford 1972)
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Normative perspective
Culture & values: explicit & implicit assumptions: hire-fire, caring,“tough love”, profit maximisation, power, TQM, competitiveness.
• Horse-power contracts vs.. “you for your own sake”
• perform-reward orientation
• “people are our greatest asset” … if…. minimum cost
• teams, participation, empowerment, quality, creativity e.g. McGregor Theory X & Y
• unitary vs. pluralistic frameworks & TUs
• flexible, lean firm & learning organisation
Culture & values: explicit & implicit assumptions: hire-fire, caring,“tough love”, profit maximisation, power, TQM, competitiveness.
• Horse-power contracts vs.. “you for your own sake”
• perform-reward orientation
• “people are our greatest asset” … if…. minimum cost
• teams, participation, empowerment, quality, creativity e.g. McGregor Theory X & Y
• unitary vs. pluralistic frameworks & TUs
• flexible, lean firm & learning organisation
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HRM credibility gap
Dirty Harry. Big hat - no cattle. Other? Line mgr & staff disappointment with HRM people. Personnel’s status vs. the control of HRM systems Rag bag of incidental techniques. Little cohesion. Personnel cul-de-sac? Filing clerk, social worker.
Welfare & fire-fighter images. “I’m Steve from Personnel. I can help.”
Distant, out of touch, react to events or passive Defend status quo - existing policy Not risk takers + insufficiently business oriented Little influence over power-brokers
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“Managers… confused, stereotyped
perception of a personnel service.
They agree that...personnel.... exists to
provide a service to “the line” who
must decide what this.. should be but
when... asked about what ideal
service they needed...many... were at a
loss to suggest anything other than
routines.”
Ambiguities & tensions in rhetoric & delivery of hard & soft HRM under market capitalism.
Legge 1978
Critical-Evaluative perspective
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Talk and the social construction of realityIs HRM theory robust or built on weak foundations?
primary driver of strategy? greatest assets = funds + products + brands? staff & HRM people are costs. Down-size & out-source! language of power - "justifications & mystifications". HRM policies/practices control & direct performances power imbalance - NOT between equal partners. external politico-legal intervention employers under competition want invisible-hand not welfare
intervention. normative, inclusive view neglects countervailing forces employees as stakeholders - what stake & contract?
Critical-Evaluative Perspective - 2
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Compare actual behaviour with normative rhetoric? Say vs. Do.Actual behaviour & experience of parties.
The dramatic metaphor: actor, “Face”, role demands, choices & constraints. On-stage, back stage, off stage
What do “they” actually do-feel-assume-accomplish political world, pragmatism, egoism vs. idealism & altruism
strategic?operational staffing?client-server relationships & alliances -
individuals/groups? Behaviours in situations of co-operation, competition, conflict?
Descriptive-behavioural perspective
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figurehead leader liaison
Interpersonalroles
Informationprocessingroles
Decision-makingroles
(after H Mintzberg)(after H Mintzberg)
• monitor
• disseminator
• spokesperson
• initiator/changer
• resource allocator
• disturbance handler
• negotiator
Thinker
BattlerHelper
Personnel Client-Server Roles
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Helper-Battler-Thinker.... a world of
Friendlyhelper
Toughbattler
Logical thinker
trust, concern, respect, affection, empathy. Win-together understanding, harmonising, compromising, encouraging
confrontation, conflict, competition, position play, survival, assertion, emotional resilience. Win-or-don’t lose
initiating, negotiation, striving, implementation & results, pressing for agreement & resolving differences.
data, analysis, logic, modelling, systems, knowledge. information gathering, clarifying, synthesis, systems
development, defining rules/regulations, deciding
Out-sourcing
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HRM & Winning Strategies
Flexible, lean organisation structures. SBUs.
Culture generation - competitive, creative, innovative,
customer, quality & added value
Fit to handle rapid change?
Competence & performance orientation.
Tough-love
Intrapreneurs
Centralisation/decentralisation issues, local &
international/global