1、Personnel Management to Human Resource ManagementvRecognition of the need to take a more strategic approach to the management of peoplevBegan in the 1980s in the USAvUK followed quicklyvConcept is a strategic approach to acquiring,developing,managing and gaining the commitment of the organisations k
2、ey resource the people who work for it Armstrong 1991Features of HRMv Management focussed and top management drivenvLine management role keyvEmphasises strategic fit integration with business strategyvCommitment orientedvTwo perspectives hard and softvInvolves strong cultures and valuesvPerformance
3、orientedvRequires adoption of a coherent approach to mutually supporting employment policies and practicesvEmployee relations organic rather than pluralisticvOrganising principles are organic and decentralisedvFlexibility and team building important policy goalsvStrong emphasis on quality to custome
4、rsvRewards differentiated by skill,competence or performance Features of HRMFombrum,Tichy and Devanna Model 1984SelectionPerformanceAppraisalHRDRewardWarwick Model of HRMBusiness Strategy ContextInner ContextHRM ContentHRM ContextOUTER CONTEXTWarwick Model content of the boxesvOuter context socio-ec
5、onomic,technical,politico-legal,competitivevInner context culture,structure,politico-leadership,task-technology,business outputsvBusiness strategy context objectives,product market,strategy and tacticsvHRM context-role,definition,organisation,HR outputsvHRM content HR flows,work systems,reward syste
6、ms,employee relationsThe Harvard ModelStakeholder Issues:Workforce characteristicsBusiness strategy&conditionsManagement philosophyUnionsTask technologyLaws&societal valuesStakeholder Interests:ShareholdersManagementEmployee GroupsGovernmentCommunityUnionsHRM Policy:ChoiceEmployee influenceReward sy
7、stemsWork systemsHuman resource flowsHR Outcomes:CommitmentCongruenceCompetenceCost effectivenessLT consequences:Individual well beingOrganisational effectivenessSocietal well beingGuest ModelvDefines four policy goals of HRMvFurther development of the Harvard modelvStrategic integration HRM into st
8、rategic plans,in line decisions,within HR policiesvHigh commitment strong identification with companyvHigh quality including management of peoplevFlexibility functional,adaptable structures,capability to innovateSoft HRMvStresses human aspectvEmphasis on HRDvParticipationvMotivationvCommitmentvLeade
9、rshipvHUMAN resource managementHard HRMvPeople as a resourcevUsed dispassionatelyvUsed in calculating rational mannervHead countvHuman RESOURCE ManagementCompetence-Based HRMDefinitions:vThe skills,knowledge and experience that an individual brings to their role IDS 1997vBasic personal characteristi
10、cs that are determining factors for acting successfully in a job or situation McClelland 1993vUnderlying traits,motives,skills,characteristics and knowledge related to superior performance Boyatsis 1982Uk v.US definitionsvUS-input oriented what the individual brings to the jobvUK-output oriented the
11、 skills,attitudes and knowledge,expressed in behaviours for effective job performancevOne or both?Levels of InfluencevStrategicvFunctionalvSystemsvIndividualImplications at Strategic LevelvThe identification of core competencies of the organisation which confer sustained competitive advantagevOwned
12、by more than one person and grow through use and experience therefore difficult to imitateImplications for the Human Resource FunctionvDevelop managerial competencevStrategic selection and staffingvDevelop internal labour marketvDesign jobs round capabilityvDevelop individual competencevDevelop cult
13、ure to foster innovationvBuild learning organisationvDevelop organisational learning mechanismsImplications for Human Resource SystemsvVertical integration link individual competence to the core competence of the organisationvHorizontal integration provide a framework for the integration of HR syste
14、ms componentsvVital player in the development of core competenciesvCan be used to develop individual HR systemsRecruitment and SelectionvBased on past behaviour as the most valid predictor of future behaviourvBuilding the competence framework requires multiple information sourcesvCompetence specific
15、ation should cover both technical and personal/interpersonal competenciesvDevelop interview questions that elicit examples of past behavioursvIn assessment centres create tasks that require demonstrated competenciesvUse competencies to select test instrumentsvUse competencies to evaluate candidate p
16、erformanceRecruitment and SelectionAppraisalvSet outcome and performance targets for each competencevOutcome levels and performance targets can be graded if desired.e.g standard performance;above standard;excellent etcvBelow standard performance can be used to generate development needsvCan provide
17、forum for the identification of new/changing competence requirementsvCan provide forum for setting acquisition of competence time scalesvProvides a clear and agreed framework for performance evaluation and discussionAppraisalDevelopmentvProvides a framework for individual training needsvNo transfer
18、problems as competence can only be demonstrated by on the job behavioursvDevelopment contributes directly to current performancevEncourages a broad based approach to development activities vEnsures line manager commitment to developmentvOffers common language to all participants in the development p
19、rocessvOffers transparent process to all stakeholdersvFacilitates validation and evaluation of the development processDevelopmentRewardvPromotes flexibilityvPromotes a development focused culturevProvides opportunities for advancement via skillsvProvides opportunities for earnings enhancement on the
20、 basis of skills and flexibility rather than seniorityvCan assist in addressing the technical/managerial dividevOffers a route for the reward of knowledge workersvCarries high face validity and felt fair perceptionvVia core organisational competencies can link reward directly to organisational strat
21、egyRewardIntegrationvVertical -integration with corporate strategyvHorizontal -the internal integration of the components of an HR strategyvIntra-gration the integration of the parts of a component of HR strategy e.g reward strategy base pay,variable pay and benefits all support each otherCurrent HR
22、M Issues&DebatesvResponding to increased competitionvManaging international operationsvRiding the waves of changevManaging the changing relationship with the workforcevChanging legislative and regulatory frameworksvBest practice versus best fitHRM and Corporate StrategyStrategyvDiversity of viewpoin
23、tsvTwo dimensions of agreementvDegree of planning:deliberate emergentvOutcomes:profit maximisation range of outcomes(plural)vFour key approaches(Whittington)Approaches to Strategy OutcomesProfit maximising PluralDeliberateEmergentClassicalEvolutionary SystemicProcessualProcessesClassical:Rational Ec
24、onomic ManvApplication of rational analysisvSeparation of planning from implementationvCommitment to profit maximisationvEmphasis on the long-termvExplicit goals cascaded down the organisationClassical and HRMvHRM matching and downstreamvTool of implementationvHR policies and strategies geared to ac
25、hieving profit maximisationvCritique product of its time;looks nave in todays turbulent and global environment;still pursued in some sectors with long time horizons.Evolutionary:Natural SelectionvEmphasis on environmental fitvProfit maximisation achieved by market competitionvFit determined by chanc
26、e rather than strategyvSurvival by short term strategies aimed at current fitvStrategy and illusion in unpredictable environmentEvolutionary law of the junglevHR key role in environmental scanningvPolicies and strategies aimed at flexibility and adaptabilityvMatching modelvCritique markets more regu
27、lated than jungle;by government,law,international agreementsvConcept of flexibility importantProcessual life is messyvConcept of bounded rationalityvSubjective interpretation of data therefore strategy flawed and incompletevWe take the first best option sufficingvOrganisations as coalitions consensu
28、s by negotiationvMinimum adaptation for survival rather than proactive change spare capacity as buffervStrategy a comforting ritualProcessual and HRMvHR policies evolving and reactivevSoft HRMvOD,best practice and development of internal competencies importantvCritique lacks vision;may not be able t
29、o respond quickly enough to threatsSystemic:socially groundedvMan makes decisions based on social factors not economic;Social networks define normsvInternal context of firm influenced by social groups,interests,resources and micro-politicsvDifferent forms of organisation successful indifferent cultu
30、resvSystemic perspective includes national culture,family,gender,social groups vStrategy must be sensitive to theseSystemic and HRvHR policies and processes will have to reflect local culturevManagement style and strategies for motivation and commitment reflect local and national culturevCritique fo
31、cuses on difference at the expense of similarity and cross-cultural influencesResource-Based Theory of the FirmvPlaces HR at heart of strategyvCompetitive advantage stems from strategic core competencies built up over timevRecognises importance of leadership in building top team;fostering creativity
32、 and innovation;facilitate the learning processvEmphasises renewal aspect and dynamic capabilities of the organisationvCapacity of a firm to renew,adapt and augment its core competencies over timevSuccessful organisations combine multiple modes of strategy making with high levels of competence and a
33、stute leadership with employee involvement in strategy makingResource-Based Theory of the FirmResource-Based Theory&HRMvBasis for human resource as competitive edgevHRM valued for generating strategic capability as well as supporting strategyvHuman capital advantage gained through resourcing and ret
34、entionvHuman process advantage gained by continuous learning,co-operation and innovation facilitated by bundles of HR strategiesDefining Strategic Core CompetenciesvINTEGRATED bundle of individual skillsv5-15 core competencies the normvA messy accumulation of learning including tacit and explicit kn
35、owledge an activityvCore competence:delivers a fundamental customer benefitv-is not easily imitated by competitors-provides a gateway to new marketsvContributes to strategy as:-as a source of competitive advantage-via a longer lifespan that a single product-exercised across the range of organisation
36、al activitiesDefining Strategic Core CompetenciesRole of HR in Managing Core CompetenciesvIdentifying core competencies linking them to individualsvBuilding core competencies learning and cross discipline communicationRole of HR in Managing Core CompetenciesvUtilising core competencies developing ma
37、nagement capability and forms of working that maximise deploymentvProtecting core competencies retention strategies,protection during major change,identifying owners of core competenceCOMPARATIVE HUMAN RESOURCE MANAGEMENTDefinitionsvhow things are done around here(Drennan,1992)vOrganisational cultur
38、e refers to the pattern of beliefs,values and learned ways of coping with experience that have developed during the course of an organisations history,and which tend to be manifested in its material arrangements and in the behaviour of its members.(Brown,1995)Organisational Culture-DefinitionsvThe p
39、attern of beliefs and assumptions shared by the organisations members,these beliefs produce norms that shape the behaviour of individuals and groupsvA set of habitual ways of thinking,feeling and reacting that are characteristic of the ways in which a specific organisation meets its problems at a pa
40、rticular point in timeLevels of CulturevCulture can be conceived as:-societal or national culture-corporate culture-homogenous or heterogeneous subculturesvTurner(1971)defined industrial sub-culture by:-distinctive set of shared meanings-use of symbols and rituals-socialisations and norms-attempts t
41、o manipulate cultureAspects of culturevArtifactsvLanguage jokes,jargon,storiesvBehaviour patterns rituals,ceremonies,celebrationsvNorms of behaviourvHistory vEthical codesvBasic assumptionsvBeliefs,values and attitudesvSymbolsModels of cultureArtifactsBeliefs,values,attitudesBasic assumptionsMost su
42、perficial manifestations of cultureDeepest level of cultureSchein,1985Organisational CultureArtifacts&creations:Technology;artVisible behavioursaudible behavioursValuesBasic assumptions:Human natureHuman activityRelationshipsPerceived realityEnvironment Visible but notoften decipherableWhat“ought to
43、 be;norm-basedTaken for grantedInvisiblePre-consciousCommon Organisation StoriesvCan employees break the rules?vIs the big boss human?vCan the little person rise to the top?vWill I get fired?vHow will the boss react to mistakes?vWill the organisation help me when I have to move?vHow will the organis
44、ation deal with obstacles?CULTURE:Socialisation:learningpre-arrival:“preconception”metamorphosis:“absorb”securitycommitmentproductivityencounter:“provisional”(H&B 2002)Organisational Culture and the Life Cycle of the Firm vPhase 1-Birth and Early GrowthvPurpose foster cohesion during growthvNeed for
45、 change economic or successionvStrategies natural evolution -self-guided evolution -Managed evolution -managed evolution viaoutsidersOrganisational Culture and the Life Cycle of the FirmvPhase 2 Organisational mid-lifevPurpose culture deeply embedded,may develop sub-cultures vStrategies planned chan
46、ge and OD -technological seduction -scandal,explosion of myths -incrementalism Organisational Culture and the Life Cycle of the FirmvPhase 3 organisational maturityvPurpose source of pride,resistantvStrategies coercive persuasion -turnaround -recognition,destruction,re-birthCulture in organisations:
47、Handy/Harrison:POWER:ZEUSPERSON:DIONYSUSTASK:ATHENAROLE:APOLLOCommunication Hall Model Arab UKChina GermanyHigh contextLow contextSocial trust firstBusiness firstValue personal Value expertise relationships&goodwill&performanceAgreement by trust Legal contractNegotiation slow,ritual Negotiation effi
48、cient Hofstedes ModelvIndividualismvHigh power distancevMasculinityvHigh uncertainty avoidancevShort termismvCollectivismvLow power distancevFemininityvLow uncertainty avoidancevLong termismHRM and Culture ChangeLayers of CulturevArtefacts physical objects,behaviour and processesvEspoused values tho
49、se appearing publicly in mission statement,policies vUnderlying assumptions rarely articulated;may conflict with espoused values and each otherCulture ChangevWhy change?Environment changes:vBusiness mergers,technology,market vGovernment laws,H&S,diversity,vDemographic changes in the human resources
50、availableThe Nature of ChangevExternally imposedvTransformationalvGlobalvHostilevLarge scalevLong termvStrategicvInternally imposedvIncrementalvLocalvPositivevSmall scalevUrgentvOperationalIntroducing Culture ChangevCan be very difficultvCan be a long term processvIssues to be considered in choosing
