web support material to accompany human resource management: theory and practice, third edition ©...
TRANSCRIPT
Web support material to accompany Human Resource Management: Theory and practice, Third edition © John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan
Words of wisdom
‘The real sources of competitive leverage are the culture and capabilities of your organization that derive from
how you manage your people.’
‘The whole emphasis on people demands that top management attract, cultivate and keep the best
workforce they can possibly find.’
‘The role of HR is becoming as important if not more than any other exectuive leadership function.’
The Nature of Human Resource Management
Web support material to accompany Human Resource Management: Theory and practice, Third edition © John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan
The Nature of Human Resource Management
Web support material to accompany Human Resource Management: Theory and practice, Third edition © John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan
Human Resource Management:
A strategic approach to managing employment relations which emphasizes
that leveraging people’s capabilities is critical to achieving competitive
advantage. This being achieved through a distinctive set of integrated employment
policies, programmes and practices.
The Nature of Human Resource Management
Web support material to accompany Human Resource Management: Theory and practice, Third edition © John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan
Management:
The science perspective
The political perspective
The control perspective
The practice perspective
The Nature of Human Resource Management
Web support material to accompany Human Resource Management: Theory and practice, Third edition © John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan
The meaning of ‘management’
Web support material to accompany Human Resource Management: Theory and practice, Third edition © John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan
Science perspective:
Fayol (1949).
Planning, Organizing, Directing, Controlling (PODC).
Idealized image of management as a rationally designed and operationalized tool for realizing
organizational goals.
The meaning of ‘management’
Web support material to accompany Human Resource Management: Theory and practice, Third edition © John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan
Political perspective:
Characterizes the workplace as a miniature society with politics pervading all managerial
work.
Individual managers viewed as ‘knowledgeable human agents’.
Reinforces the theoretical and practical importance of building alliances and networks of
co-operative relationships.
The meaning of ‘management’
Web support material to accompany Human Resource Management: Theory and practice, Third edition © John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan
Control perspective:
Conceptualizes management as a controlling agent that servces the economic imperatives
imposed by capitalist marketing relations.
Management structures and labour strategies are instruments and techniques to control the labour
process in order to secure a high level of productivity and profitability.
Simultaneous desire for control over, and cooperation from, workers.
The meaning of ‘management’
Web support material to accompany Human Resource Management: Theory and practice, Third edition © John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan
Practice perspective:
Sees management as an activity aimed at the continual melioration of diverse, fragmented and
complex practices.
Incorporates the other three perspectives.
The meaning of ‘management’
Web support material to accompany Human Resource Management: Theory and practice, Third edition © John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan
Describes dynamic interlocking relations that exist between individuals and their work
organizations.
Considers economic, legal, social and psychological relations.
The Nature of the Employment Relationship
Web support material to accompany Human Resource Management: Theory and practice, Third edition © John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan
Economic – exchange of pay for work.
Legal – network of common law and statutory rights and obligations affecting both parties.
Social – ‘social norms’ influence employees’ actions in the workplace.
Psychological – dynamic, two-way exchange of perceived promises and obligations.
The Nature of the Employment Relationship
Web support material to accompany Human Resource Management: Theory and practice, Third edition © John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan
Figure 1.2 The employment and psychological contracts between employer and employee
The Nature of the Employment Relationship
Web support material to accompany Human Resource Management: Theory and practice, Third edition © John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan
What do HRM professionals do?
Planning
Staffing
Developing
Motivating
Maintaining
Managing relationships
Managing change
Evaluating
HRM Functions
Web support material to accompany Human Resource Management: Theory and practice, Third edition © John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan
What affects what HRM professionals do?
External context (economic, political and legal regulations, and social aspects)
Strategy
Organization (size, work and structure, and technology)
HRM Functions
Web support material to accompany Human Resource Management: Theory and practice, Third edition © John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan
How do HRM professionals do what they do?
Use technical, cognitive and interpersonal processes and skills.
Power, legal procedures and communication skills are important.
HRM Functions
Web support material to accompany Human Resource Management: Theory and practice, Third edition © John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan
HRM Functions
Web support material to accompany Human Resource Management: Theory and practice, Third edition © John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan
Five major HRM models:
Provide an analytical framework for studying HRM.
Legitimate certain HRM practices.
Establish variables and relationships to be researched.
Explain the nature and significance of key HR practices.
Theoretical perspectives on HRM
Web support material to accompany Human Resource Management: Theory and practice, Third edition © John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan
Emphasizes the interrelatedness and the coherence of HRM activities.
HRM cycle: selection, appraisal, development and rewards aim to increase
organizational performance.
Fombrun, Tichy & Devanna
Web support material to accompany Human Resource Management: Theory and practice, Third edition © John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan
Fombrun, Tichy & Devanna
Web support material to accompany Human Resource Management: Theory and practice, Third edition © John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan
Prescriptive.
Ignores stakeholder interests, situational factors and notion of strategic choice.
Expresses the coherence of internal HR policies and the importance of ‘matching’
them to external business strategy.
Fombrun, Tichy & Devanna
Web support material to accompany Human Resource Management: Theory and practice, Third edition © John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan
Situational factors
Stakeholder interests
HRM policy choices
HR outcomes
Long-term consequences
Harvard
Web support material to accompany Human Resource Management: Theory and practice, Third edition © John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan
Harvard
Web support material to accompany Human Resource Management: Theory and practice, Third edition © John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan
Classifies inputs and outcomes at both organizational and societal level.
Absence of a coherent theoretical basis for measuring the relationship between HR
inputs, outcomes and performance.
Harvard
Web support material to accompany Human Resource Management: Theory and practice, Third edition © John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan
Reflects view that a core set of integrated HRM practices can achieve superior
individual and organizational performance.
HRM differs from personnel management.
Guest
Web support material to accompany Human Resource Management: Theory and practice, Third edition © John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan
Guest
Web support material to accompany Human Resource Management: Theory and practice, Third edition © John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan
Guest
Web support material to accompany Human Resource Management: Theory and practice, Third edition © John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan
Extends the Harvard framework.
Maps the connections between the outer and inner contexts and explores how HRM adapts
to changes in context.
Warwick
Web support material to accompany Human Resource Management: Theory and practice, Third edition © John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan
Warwick
Web support material to accompany Human Resource Management: Theory and practice, Third edition © John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan
Demonstrates the differences between the ‘personnel and industrials’ and the HRM
paradigm by creating an ‘ideal’ type.
Characterizes HRM as ‘an amalgam of description, prescription, and logical
deduction’.
Storey
Web support material to accompany Human Resource Management: Theory and practice, Third edition © John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan
Storey
Web support material to accompany Human Resource Management: Theory and practice, Third edition © John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan
Storey
Web support material to accompany Human Resource Management: Theory and practice, Third edition © John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan
How many organizations have adopted the new HRM model?
Number of HR ‘architects’ in the highest levels of decision-making is small.
Renaissance of ‘individualism’, fall in ‘collectivism’.
Disjuncture between knowledge of the HRM model and management practice.
Few organizations have integrated HR planning into strategic business planning.
Extent of HRM
Web support material to accompany Human Resource Management: Theory and practice, Third edition © John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan
Web support material to accompany Human Resource Management: Theory and practice, Third edition © John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan