contemporary human resource management - an introduction32
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BE416 Contemporary Human
Resource Management
Introduction to the Module
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Aims
The main aim of the course is to enable students to acquirea clear understanding of the changing nature of work andthe role of HRM in different organisational andenvironmental contexts. Students will explore the diversityof HRM systems and practices in different national contexts
and gain a thorough understanding of how the strategic roleof HRM is played out in the context of internationalisationprocesses of firms and globalisation pressures. Critical tothe process of contemporary HR management is the abilityto organise the technology-human interface in a climate ofconstant change. Learning how to manage this change
process and fostering organisational learning, employeemotivation, rewards and pay, and understanding thechanging nature of participation and employee relations inthe current knowledge economy, so that students areequipped to play leading management roles, will also formpart of the study for this module.
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Learning Outcomes
review effectively the nature of the HR function and the role oftodays HR manager;
obtain a comprehensive understanding of current HRMstrategies and policies in different types of organisations;
understand and examine how national institutional and
cultural differences lead to differences in country-specificHRM practices and underpin differing perspectives on HRM;
examine HR managers competences for fostering employeecollaboration, knowledge sharing, and participation inorganisations;
review thoroughly current HRM practices such as thetechnology-user interface, resourcing, reward and benefitsystems, the management of performance, and theprofessional development of different kinds of employees
evaluate HRM practices with reference to specificorganisational and cultural contexts and interventions.
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Rights and Responsibilities
We will expect and appreciate: Compulsory attendance for all sessions (including seminars)
unless there are extenuating circumstances
Do not sign on for your friend we do headcount!
Questions that are related to the learning outcomes will be
discussed in each session
You can expect support regarding your questions orconcerns. Please feel free to ask questions during myclasses. Please also use my office hour:
Mondays 16:00 18:00 Wednesdays12:00 13:00
I am not allowed to discuss exam questions with you individually!
Skeleton slides available on moodle.
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Learning and Teaching Methods
Lectures and Seminars
However I tend to break them up into mini
lectures and seminars
Disability students
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ScheduleWeek Content Lecturer
Week 1 Freshers Weeks/Induction Programme
Week 2 Introduction of Human Resource Management CK
Week 3 Strategic Human Resource Management CK/HM
Week 4 Recruitment and Selection CK/HM
Week 5 (T) Managing Performance CK/HM
Week 6 Learning and Development CK/HM
Week 7 Reading week
Week 8 Managing Underperformance CK/HM
Week 9 (A) Managing Equality and Diversity CK/HM
Week 10 International Human Resource Management CK/HM
Week 11 New Developments in Managing People / Review CK/HM
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Human Resource Management
Learning and Development
Managing Equality and Diversity
Recruitment and Selection
New Developments in Managing People
Managing Underperformance
Labour Law
Managing Performance
MODULE ROUTE MAP
Strategic Human Resource
Management
International Human Resource
Management
BE416 (EB513): Contemporary Human
Resource Management
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Assignments and Exam
The individual essay(40% of final marks, deadline inweek 9, 2500-3000 words) will test the studentsunderstanding of the concepts and applications of
International HRM and assess their ability to link thesewith the challenges posed by current organisationalsettings at the individual, group, and managerial level
The 2-hours examination (50%) in the Summer Term
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Reading
Marchington, M. and Wilkinson, A. (2008) HumanResource Management at Work. 4th Edition. CIPD:Harrogate.
Beardwell, J. and Claydon, T. (2007) Human ResourceManagement. A Contemporary Approach. 5th Edition.Prentice Hall: Harlow.
Redman, T. and Wilkinson, A. (2009) ContemporaryHuman Resource Management. Prentice Hall: Harlow.
Torrington, D., Hall, L., Taylor, S., and Atkinson, C.(2009) Fundamentals of Human Resource Management.Prentice Hall: Harlow.
And further readings if you have time
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Journals
Human Resource Management JournalInternational Journal of Human Resource Management
Administrative Science Quarterly
Academy of Management Perspectives
Journal of Organizational Change Management
Electronic Journal of Business Ethics and Organization Studies
European Industrial Relations ReviewEuropean Management JournalHarvard Business ReviewJournal of Common Market Studies [European Union]Journal of European Industrial TrainingPersonnel Review
Organization Studies
Organizational Behaviour
Administrative Science Quarterly
British Journal of Industrial Relations
Journal of Management Learning
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Other Info
People Management*
CIPD The Chartered Institute of
Personnel and Development (UK)
European Union Commission Reports
ETDF European Training and
Development Federation And others
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Human Resource
Management
An Introduction
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What are within the jurisdiction of HRM?
Recruitment
Selection
Staffing
Task AnalysisJob description
Person specification
Training and Development
Training needs analysis
Technical Training
Performance Management
Appraisals
Disciplinary procedures
Health and Safety
Stress Management
Equality and Diversity
Grievence
Compensation Management
Induce extrinsic andIntrinsic Motivation
Career Development
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What is at the core of HRM?
People!
Has it always been the case?
Should it be the case?
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Changing Context of Work
Development of HRM have been driven by large
scale organisational changes as employers
adjust to a much more competitive global
economic (social, political, and technological)environment (Redman and Wilkinson).
Changes in context
Economic context
Technological context Social context
Political context
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Fombrun
Model of HRM
Organisational
StructureHRM
Economic
Force
Mission and
Strategy Social
Force
Political
ForceSource: Forbrun, 1984
Organisational
Structure
Organisational
Structure
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PESTLE
Organisational
StructureHRM
Economic
Force
Mission and
Strategy Social
Force
Political
ForceSource: Forbrun, 1984
Organisational
Structure
Organisational
Structure
Technological
Legal Environmental
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The Political/Legal Context
The State is responsible for economicpolicy that influences labour markets as wellas establishing the legal context ofemployment relations. More importantly, it isalso an employer in its own right. Bratton
and Gold (2003)
Economic Policy Legal Context of Employment Relations
Employer in its own right
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The Political/Legal Context
UK: Relatively stable since 1979 Conservative (1979 1997) Economic
liberalism?
make it easy for employers Decline of trade union power / no more winter of
discontent
What is the consequence?
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Winter of discontent British winter of 19781979
Extremely cold
Huge inflation government response freeze pay increase
trade union are not happy Lorry driver could use the army but have to declare state of
emergency political disaster!
Spread from private to public sector
Gravediggers
Waste collectorsuse Leicester Sq to pile rubbish Fester Sq Hospital half of them became emergency only!
Official and unofficial
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Source: BBC
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Political and Legal Changes
UK
Conservative (1979-1997) Economic liberalisation and market led development
Remove legislation burdens for firms
Restricted the rights of trade unions
Stricter rules on Closed shops, Picketing, lock down
Secondary and unofficial actions
Trade Union sanction
Trade Union: Completely lost their powermembership is now halved that of the 1970s, andsectors that most of their members traditionally camefrom are in gradual decline (manufacturing)
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Political and Legal Changes
UK
Labour (1997-2010?) Back to trade union?
Not really!
The third way care for the vulnerables Encourage employment flexibility
Protect min employment standard
Promote family friendly policies
Support partnership
Support union recognition (but through legislation)
Labour introduced lots of legislation Confusion? Definitely in the area of employment law
Headache for EAT judges no consistency
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Political and Legal Changes
EU Single European Act (1987)
Member states cannot veto!
EU make all employment law (top down)
Tension between EU and the UK
Social Chapter Treaty of Amsterdam 1999
Equal Pay
Discrimination
Working condition
Vocational training
Information and consultancy for redundancy >50 employees Effect on HR?
Direct! Must comply with law!
Need constant update
Perhaps go beyond law to show good practice?
Esp public bodies
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The Political/Legal Context
The State is also responsible for the legalcontext of employment relations.Discrimination issues Law on discrimination (New Equality Act 2010)
6 areas where discrimination are prohibited Age
Gender
Disability Ethnicity
Religion
Sexual Orientation
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Equality Act 2010
Equal Pay Act 1970 Men and women equal pay for equal work
Eventually extended to all other groups
Equality Act 2010 Positive Action
Provide additional support (training) for allow under-representedgroups to reach senior positions
Gender pay reporting
EHRC: investigate gender pay gap if it suspects employer ofunlawful practices
Now UK: Public authorities with >150 employees need to publishdetails on their gender pay gap annually from April 2011
Later: all organisations with >250 employees audit and publishresults (most likely 2013)
If so, salary secrecy clause (gagging clause) in employment contract =unenforceable
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The Political/Legal Context
Government as Employer
NHS
Privatisation
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The Economic Context
Globalisation
Change in productivity and the use of resources
Deindustrialisation and service sector growth
Dual labour force? Educated high skilled vs
unskilled? Division of labour (specialisation) and
labour flexibility
different HRM approach?
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The Economic Context
Globalisation
Why is it possible?
Communication revolution
How has it change production?
Global division of labour
Hands: Developing nations and their notorious
Sweatshops
Brains: Developed nations: HQ, sales, etc.
How does this affect the UK?
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The Economic Context
Deindustrialisation and service sector growth
4139
33.6
28
18.6
26
17
11
8 6
0
510
15
20
25
3035
40
45
1950s 1960s 1970s 1980s 1990s
Employment
World share
S ld id hi t t
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Source: www.worldwidehistory.net
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Source: www.corbis.com
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Source: http://media-2.web.britannica.com/eb-media/40/99940-004-D6D6E9B7.jpg
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The Economic Context
Different organisational structure betweenfirms in manufacturing and service sectors
Implication on HRM?
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Labour market and pattern ofemployment
Manufacturing
Formalised organisational system
Work people like machine Table of expected target performance standard
Measure the standard for every part
Add them up together to find out the expected time
required to produce a particular target
e.g. 1772 min 36.2 sec to produce 1 musket
Trade Union membership = high
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Central
Observation Tower
No Privacy
Being watched at
anytime but not
sure when
Source: Clegg et al.
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Source: Wikipedia, 2009
Prison Presidio Modelo,
Cuba
I was
there,
1953 - 55
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Source: Wikipedia, 2009
Prison Presidio Modelo,
Cuba
I was
there,
1953 - 55
Kilmainham
www.uhc-collective.org.uk
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KilmainhamGaol in
Dublin,Ireland.
Source: Wikipedia, 2009
http://www.youtube.com/watch?v=rI4X1_DzKa4 1:18 www.npt.gov.uk
www.caseelectricalservices.co.uk
http://www.youtube.com/watch?v=rI4X1_DzKa4http://www.youtube.com/watch?v=rI4X1_DzKa4 -
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What is the implication on HR?
Systematic and simple HRM
Treat people like machine
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The Economic Context Implication on HRM
Scientific Job design Set out the time to produce each component, and expect them to be
produced
Systematic measurement and observation
Collaboration between managers and workers Labour: manual work
Manager: coordination and management: set up system, job design,supervision; reassess job role systematically )
No conflict if everyone stuck to their task (is it the case in reality?)
Staffing Scientifically and systematically (i.e. not just family neighbours and
friends) select employees based on skills, attitude. Fitting workers tothe right jobs
Training Train to work mechanically for a specific job
Both managers and workers (which one is easier to trainmechanically?)
Compensation management Productivity pay system: Bonus and incentives
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Source: Guess where in London
Source: The travelling hungry boy
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Service sector High growth
Now providing 74% GDP
Employing 29m in 2007 (econ and Lab Market Review, 2007)
Informal
Require more flexibility
Creativity and innovation
Talk about the innovation model of HRM
Most do not belong to a trade union job nature
individualism
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The Economic Context
How about from another countrys
context? (e.g. Developing countries)
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The Social Context
Flexibility and work-life balance Number of part time workers
Female participation within the labour force
Life expectancy
The issue of diversity and discrimination
The development of the underclass
Concern for environment and CSR
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Social Change
Gender Female participation increase from 9.73m in 1985
to 13.37m in 2007!
65% of women in working age (18-64) are inemployment (higher than EU average of 56%)
So its all good? No women are still facing considerable problem both
in terms of accessing the workplace as well as within
it. Gender gap still exist (women earn 12.6% less)
But nevertheless the lowest everso its all getting better?
Source: Marchington and Wilkinson
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Social Change
Gender Nature of job
Mostly part-time who earn a lot less per hour
Occupational segregation Concentrated in low growth low wage sector that
demand less skills.
Hairdressing, cleaning, domestic care, etc
Lack of progression (glass ceiling) Held back by pregnancy, duty of care, etc
New rule in maternity law is trying to change this?
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Social Change
Gender
Implication to HR? Link to legal what is legally required
Discrimination law
Equal pay Maternity leave provision
Some flexile working hour
How do you tackle something beyond your legal obligation?
Job share
Flexible working hour
Work from home
Providing childcare
Cannot adopt a blanket approach for all
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Social Change
Increase immigration 7.5% were born abroad in 2001 (BBC, 2009)
Irish 19th and early 20th century
Jewish from Europe around WW2
Decolonisation and the arrival of commonwealth immigrants(1940s onwards) many now into their 2nd and 3rd generation
European immigrants (1970s onwards)
1971 1981 1991 2001
Population 52,559,260 53,550,270 54,888,744 57,103,331
Born Abroad 2,390,759 2,751,130 3,153,375 4,301,280
% of Total 4.55 5.14 5.75 7.53
Source: BBC Born Abroad (2009)
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Immigration Immigrants often suffer similar problems to those
faced by women Occupation segregation
Glass ceiling
A lot of them turn to self-employment
But also more specific problems Social isolation
Family adjustment
Implication for HR: again need to go beyond legalobligation and look at the specific needs of eachworker individually
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Social Change
Work-Life Balance Part-time working 25% of working population
Flexible working (work from Home) 3.5% of workforce getting more and morefeasible thanks to modern technologies
Agency workers (pushed or pulled?)
Increase number of self-employed
Do we need to facilitate work-life balance? Legally?
Only those with children under 16 can demand flexible working
But many organisations are now trying to faciltate it: Job share
Flexi-time
Annualised hours
But problems remain unsolved Monitoring There are always work that cannot be taken away from the office who will
share them?
Promotion for those who are not always there
The Flexible Firm
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The Flexible Firm
Source: Atkinson, 1984, p.29; Torrington et al.
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The Technological Context
Two aspects:
The use of technology that facilitated some of
the economic and social changes
Lean production methods Further specialisation
Effects on globalisation
Effects on flexibility and home-working
The use of technology for HRM
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Summary
Change is the focus of this topic
PEST changes in the past couple of
decades
Make sure that you relate them to HR!
Also consider some of the more recent
changes as well!
Can good HR practices change the
performance of an organisation?