HRM a Contemporary Perspective

8/21/2019 HRM a Contemporary Perspective

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MWOC

HRM , A Contemporary

Perspective By Ian Beardwell &Len Holden


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H!man reso!rce mana"ement

# Walton $1%'(, in an attempt to de)ineHRM, stresses m!t!ality *etweenemployers and employees+

# M!t!al "oals, m!t!al in)l!ence, m!t!alrespect, m!t!al rewards, m!t!alresponsi*ility

# -e t-eory is t-at policies o) m!t!ality will

elicit commitment w-ic- in t!rn will yield*ot- *etter economic per)ormance and"reater -!man development


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# Beer & /pector $1%'( emp-asised a newset o) ass!mptions in s-apin" t-eir

meanin" o) HRM+

# Proactive system wide intervention, wit-emp-asis on 0)it lin2in" HRM wit-

strate"ic plannin" and c!lt!ral c-an"e

# People and social capital capa*le o)development


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# Coincidence o) interest *etween

sta2e-olders can *e developed

#Open c-annels o) comm!nication to *!ildtr!st and commitment

# 4oal orientation

# Participation and in)ormed c-oice


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# -e *o!ndaries o) HRM overlap t-e

traditional areas o) personnel

mana"ement, ind!strial relations,

or"anisational *e-avio!r and strate"ic and

operational mana"ement


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# 6mer"ence o) HRM can *e attri*!ted tot-e ma7or press!res e8perienced in

prod!ct mar2ets d!rin" t-e recession o)

1%9:1%# ;/ economy was *ein" c-allen"ed *y


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# 0-e declinin" rate o) innovation in

American ind!stries

# >rom t-e a*ove came t-e desire to create

a wor2)orce sit!ation )ree )rom con)lict in

w-ic- *ot- employers and employees

wor2ed in !nity towards t-e same "oal


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# In t-e ;? HRM *ecame pop!lar *eca!seo)+

# Increased competition

# -e recession in t-e early part o) t-e

decade

# Introd!ction o) new tec-nolo"y

# Restr!ct!rin" o) t-e economy

# Poor trainin"


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# An early model o) HRM introd!ced t-e

concept o) strate"ic -!man reso!rce

mana"ement *y w-ic- HRM policies are

ine8trica*ly lin2ed to t-e 0)orm!lation and

implementation o) strate"ic corporate

and@or *!siness o*7ectives $evanna et

al1%3( matc-in" model


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# -e matc-in" model emp-asises t-enecessity o) 0ti"-t )it *etween HR strate"y

and *!siness strate"y

# -is is a 0!nitarist view as it ass!mes t-atdi))erent views@con)lict cannot e8ist wit-in

an or"anisation *eca!se mana"ement

and employees are wor2in" to t-e same"oal o) t-e or"anisations s!ccess


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# In order )or HRM to *e strate"ic it -ad toencompass all t-e -!man reso!rce areas

o) t-e or"anisation

# ecentralisation and devolvement o)responsi*ility are also seen as very m!c-

a part o) HRM strate"yDs it )acilitates

comm!nication, involvement andcommitment o) middle mana"ement and

ot-er employees wit-in t-e or"anisation


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# -e e))ectiveness o) or"anisations restedon -ow strate"y and str!ct!re o) t-e

or"anisation interrelated

# A more )le8i*le model was developed *yBeer and -is associates $1%3( at Harvard

;niversity

# -eir model is 2nown as 0t-e map o) HRMterritory


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# 0-e map o) HRM territory reco"nises t-e

le"itimate interest o) sta2e-olders and t-at

t-e creation o) HRM strate"ies wo!ld -ave

to reco"nise t-ese interests and )!se t-emas m!c- as possi*le into -!man reso!rce

strate"y and !ltimately t-e *!siness

strate"y# Re)erred to as a 0neopl!ralist model


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# 4!est $1%=( e8erts t-at a com*ination o)

a set o) propositions, w-ic- incl!de

0strate"ic inte"ration, 0-i"- commitment,

0-i"- E!ality, and 0)le8i*ility, creates moree))ective or"anisations


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# /trate"ic inte"ration is de)ined as+

# 0t-e a*ility to inte"rate HRM iss!es into

t-eir strate"ic plans, to ens!re t-at vario!s

aspects o) HRM co-ere and )or line

mana"ers to incorporate an HRM

perspective into t-eir decision ma2in"


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# Hi"- commitment is de)ined as *ein"+

# 0concerned wit- *ot- *e-avio!ral

commitment to p!rs!e a"reed "oals and

attit!dinal commitment re)lected in astron" identi)ication wit- t-e enterprise


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# Hi"- E!ality 0re)ers to all aspects o)

mana"erial *e-avio!r, incl!din"

mana"ement o) employees and

investment in -i"- E!ality employees,w-ic- in t!rn will *ear directly on t-e

E!ality o) t-e "oods and services provided


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# >le8i*ility is seen as *ein" 0primarily

concerned wit- w-at is sometimes called

)!nctional )le8i*ility *!t also wit- an

adapta*le or"anisational str!ct!re wit- t-ecapacity to mana"e innovation


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# wo important points cannot *e

overloo2ed +

# It -as raised E!estions a*o!t t-e nat!re o)

employment relations-ips

# Mana"ement o) employee relations and

t-e E!estion o) employee commitment to

t-e employment relations-ip remains at

t-e centre o) t-e de*ate


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# As or"anisations vary in siFe, aims,

)!nctions, comple8ity, t-e p-ysical nat!re

o) t-eir prod!ct and appeal as employers,

so do t-e contri*!tions o) HRM: disc!ss


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# H!man reso!rce mana"ement -oweverde)ined, concerns t-e mana"ement o)

employment relations-ip+ practiced in

or"anisations *y mana"ers# -e natureo) t-e or"anisation and t-e

way it is managed, constit!te t-e context

wit-in w-ic- HRM is em*edded, and"enerate t-e tensions t-at HRM policies

and practices tend to solve


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# Gat!re o) Conte8t+

# O!r !nderstandin" depends !pon o!r

perception

# It also depends on o!r ideolo"y

# -ere are t-ere)ore competin" or

contested interpretation o) events

# i))erent "ro!ps in society -ave t-eir own

interpretations o) events


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# -e very nat!re o) t-e people and t-e way

t-ey constit!te an or"anisation ma2es

mana"ement comple8

# ;nli2e ot-er reso!rces people -ave needs)or a!tonomy, t-ey t-in2 t-ey are creative,

t-ey -ave )eelin"s

# -ese c-aracteristics in -!man *ein"scomplicate t-e tas2s )or mana"ers


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# In-erent tensions in or"anisations+

# -e e8istence o) several sta2e-olders in

t-e employment relations-ip

# -eir di))erin" perspective !pon events,

e8periences and relations-ips

#-eir di))erin" aims, interests and needs

# -ese tensions -ave to *e contin!o!sly

resolved


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# As a res!lt a contin!in" iss!e is t-at o)mana"erial control+

# How to orc-estrate or"anisational

activities in a way t-at meets t-e needs o)vario!s sta2e-olders

# -e strate"ies adopted are em*odied in

t-e employment policies, and t-eor"anisational systems t-ey c-oose to p!tin place


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# >o!r strate"ies can *e identi)ied t-atmana"ers -ave adopted to deal wit-

tensions in or"anisations+

# /cienti)ic mana"ement or classical sc-oolo) mana"ement t-eory

# H!man relations approac-


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# Contin"ency or -!man reso!rce

mana"ement approac-

# -e )o!rt- approac- is more an ideal t-an

a common reality


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/cienti)ic mana"ement t-eory

# -is approac- addressed t-e tensions in

t-e or"anisation *y strivin" to control

people and 2eep down t-eir costs

# It emp-asised t-e need )or rationality,

clear o*7ectives, t-e mana"erial

prero"ative, t-e ri"-ts o) mana"ers to

mana"e


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/cienti)ic mana"ement t-eory

# -is led to a red!ction o) tas2s to t-eir*asic elements and "ro!pin" o) similar

elements to"et-er to prod!ce low s2illed,

low paid 7o*s, epitomised *y assem*ly:line wor2in"

# Wor2ers tended to *e treated relatively

impersonally and collectively iemana"ement and la*o!r


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H!man relations approac-

# 6mer"ed d!rin" t-e middle years o) t-e

last cent!ry and developed in parallel wit-

an increasingly prosperous societyin

w-ic- strong trade unionsand a "rowin"acceptance o) t-e right of the individualto

ac-ieve sel):)!l)ilment


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# It modi)ies scienti)ic mana"ement *y its

reco"nition t-at people di))ered )rom ot-er

reso!rces

# -at i) t-ey were not treated as -!man

*ein"s t-ey wo!ld not *e )!lly e))ective at

wor2

# It reco"nised t-e si"ni)icance o) social

relations-ips at wor2


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# Mana"ers -ad to pay -ard attention to t-e

nature of supervisionand t-e working of

groups and teamsand to )ind ways o)

involving employeest-ro!"- 7o* desi"n,motivation, and a democratic, cons!ltative

or participative style o) mana"ement


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approac-

# eveloped as ma7or c-an"es and t-reats

-ave *een e8perienced in t-e conte8t o)

or"anisations+

# Recession, international competition,


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approac-

# In response to t-e need to ac-ieve

)le8i*ility in t-e or"anisation and wor2)orce

and improved per)ormance t-ro!"-

developin" decision ma2in" andempowerment

# ReE!irin" t-at employees *ecome m!lti:

s2illed and wor2 across traditional*o!ndaries


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approac-

# -is approac- attempts to inte"rate t-eneeds o) employees wit- t-ose o) t-eor"anisation in a clear & de)inite manner

# It reco"nises t-at people s-o!ld *einvested in as assets so t-at t-ey ac-ievet-eir potential )or t-e *ene)it o) t-eor"anisation

# As s!c- employees are approac-edindivid!ally rat-er t-an collectively


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approac-

# -is strate"y approac-es t-e or"anisation

-olistically and o)ten wit- "reater attention

to its c!lt!re, leaders-ip and vision

# It pays "reater attention to t-e individ!al

rat-er t-an t-e collective


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approac-

# -e notions o) developin" individ!als

potential -ave *een accompanied *y

individ!al contracts o) employment,

per)ormance appraisal and per)ormancerelated pay

# HRM constr!es individ!als as reso!rce )or

t-e or"anisation to !se


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Idealistic, -!manistic approac-

# Aims to constr!ct t-e or"anisation as an

appropriate environment )or a!tonomo!s

individ!als to wor2 to"et-er colla*oratively

)or t-eir common "ood

# Approac- adopted *y many cooperatives

# It )orms t-e *asis o) t-e notion o) learnin"

or"anisation $/en"e, 1%%9(


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# ;nderlyin" t-e mana"ement o) people in

or"anisations are some )!ndamental

ass!mptions a*o!t t-e nat!re o) people

and reality itsel) and -ence a*o!tor"anisin" and mana"in"


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# Mana"ers ma2e ass!mptions *o!t t-enat!re o) t-e or"anisation+

# Many interpretin" it as an o*7ective reality

$ not in)l!enced *y )eelin"s( t-at e8istsseparately )rom t-emselves and ot-eror"anisational mem*ers

# -ey ma2e ass!mptions a*o!t t-e nat!reo) t-eir "oals, w-ic- t-ey identi)y as t-e"oals )or t-e or"anisation


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# -ese ass!mptions in)orm t-e practices o)

mana"ement, and -ence de)ine t-e

or"anisational and concept!al space t-at

HRM )ills and "enerate t-e m!ltiplemeanin"s o) w-ic- HRM is constr!cted


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# -e de)inition o) t-e wider conte8t o) HRM

co!ld em*race inn!mera*le topics

$Ind!strial Revol!tion to "lo*alisation( and

a lon" time perspective


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# W-at in detail constit!tes t-e elements o)

t-e socio:economic, tec-nical, political:

le"al and competitive conte8t

# W-at, in yo!r view -ave *een t-eir

in)l!ences !pon HRM

HRM a Contemporary Perspective

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