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Web support material to accompany Human Resource Management: Theory and practice, Third edition © John Bratton and Jeffrey Gold 2003, published by Palgrave.

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Presentation on theme: "Web support material to accompany Human Resource Management: Theory and practice, Third edition © John Bratton and Jeffrey Gold 2003, published by Palgrave."— Presentation transcript:

1 Web support material to accompany Human Resource Management: Theory and practice, Third edition © John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan Title 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

2 Web support material to accompany Human Resource Management: Theory and practice, Third edition © John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan Chapter outline The Nature of Human Resource Management

3 Web support material to accompany Human Resource Management: Theory and practice, Third edition © John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan Management & HRM Human Resource Management: A strategic approach to managing employment relations which emphasizes that leveraging peoples 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

4 Web support material to accompany Human Resource Management: Theory and practice, Third edition © John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan Management & HRM Management: The science perspective The political perspective The control perspective The practice perspective The Nature of Human Resource Management

5 Web support material to accompany Human Resource Management: Theory and practice, Third edition © John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan Figure 1.1 Management as science, politics, control & practice The meaning of management

6 Web support material to accompany Human Resource Management: Theory and practice, Third edition © John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan Meaning of management (science perspective) 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

7 Web support material to accompany Human Resource Management: Theory and practice, Third edition © John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan Meaning of management (political perspective) 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

8 Web support material to accompany Human Resource Management: Theory and practice, Third edition © John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan Meaning of management (control perspective) 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

9 Web support material to accompany Human Resource Management: Theory and practice, Third edition © John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan Meaning of management (practice perspective) 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

10 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 the employment relationship 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

11 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 the employment relationship 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

12 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

13 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 What do HRM professionals do? Planning Staffing Developing Motivating Maintaining Managing relationships Managing change Evaluating HRM Functions

14 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 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

15 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 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

16 Web support material to accompany Human Resource Management: Theory and practice, Third edition © John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan Figure 1.3 HRM practices, contingencies and skills HRM Functions

17 Web support material to accompany Human Resource Management: Theory and practice, Third edition © John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan Theoretical perspectives on HRM 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

18 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 Emphasizes the interrelatedness and the coherence of HRM activities. HRM cycle: selection, appraisal, development and rewards aim to increase organizational performance. Fombrun, Tichy & Devanna

19 Web support material to accompany Human Resource Management: Theory and practice, Third edition © John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan Fig 1.4 The Fombrun, Tichy & Devanna 1984 model of HRM Fombrun, Tichy & Devanna

20 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 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

21 Web support material to accompany Human Resource Management: Theory and practice, Third edition © John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan Harvard Situational factors Stakeholder interests HRM policy choices HR outcomes Long-term consequences Harvard

22 Web support material to accompany Human Resource Management: Theory and practice, Third edition © John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan Fig 1.5 The Harvard model of HRM (1984) Harvard

23 Web support material to accompany Human Resource Management: Theory and practice, Third edition © John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan Harvard 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

24 Web support material to accompany Human Resource Management: Theory and practice, Third edition © John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan Guest Reflects view that a core set of integrated HRM practices can achieve superior individual and organizational performance. HRM differs from personnel management. Guest

25 Web support material to accompany Human Resource Management: Theory and practice, Third edition © John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan Table 1.1 Points of difference between PM and HRM Guest

26 Web support material to accompany Human Resource Management: Theory and practice, Third edition © John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan Table 1.2 The Guest model of HRM Guest

27 Web support material to accompany Human Resource Management: Theory and practice, Third edition © John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan Warwick Extends the Harvard framework. Maps the connections between the outer and inner contexts and explores how HRM adapts to changes in context. Warwick

28 Web support material to accompany Human Resource Management: Theory and practice, Third edition © John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan Fig 1.6 The Warwick model of HRM Warwick

29 Web support material to accompany Human Resource Management: Theory and practice, Third edition © John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan Storey 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

30 Web support material to accompany Human Resource Management: Theory and practice, Third edition © John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan Table 1.3 The Storey model of HRM Storey

31 Web support material to accompany Human Resource Management: Theory and practice, Third edition © John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan Table 1.3 The Storey model of HRM Storey

32 Web support material to accompany Human Resource Management: Theory and practice, Third edition © John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan The extent of HRM 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

33 Web support material to accompany Human Resource Management: Theory and practice, Third edition © John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan Chapter summary (1st half)

34 Web support material to accompany Human Resource Management: Theory and practice, Third edition © John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan Chapter summary (2nd half)


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