contemporary human resource management - an introduction32

Upload: victor-wei

Post on 04-Apr-2018

218 views

Category:

Documents


0 download

TRANSCRIPT

  • 7/29/2019 Contemporary Human Resource Management - An Introduction32

    1/57

    BE416 Contemporary Human

    Resource Management

    Introduction to the Module

  • 7/29/2019 Contemporary Human Resource Management - An Introduction32

    2/57

    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.

  • 7/29/2019 Contemporary Human Resource Management - An Introduction32

    3/57

    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.

  • 7/29/2019 Contemporary Human Resource Management - An Introduction32

    4/57

    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.

  • 7/29/2019 Contemporary Human Resource Management - An Introduction32

    5/57

    Learning and Teaching Methods

    Lectures and Seminars

    However I tend to break them up into mini

    lectures and seminars

    Disability students

  • 7/29/2019 Contemporary Human Resource Management - An Introduction32

    6/57

    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

  • 7/29/2019 Contemporary Human Resource Management - An Introduction32

    7/57

    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

  • 7/29/2019 Contemporary Human Resource Management - An Introduction32

    8/57

    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

  • 7/29/2019 Contemporary Human Resource Management - An Introduction32

    9/57

    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

  • 7/29/2019 Contemporary Human Resource Management - An Introduction32

    10/57

    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

  • 7/29/2019 Contemporary Human Resource Management - An Introduction32

    11/57

    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

  • 7/29/2019 Contemporary Human Resource Management - An Introduction32

    12/57

    Human Resource

    Management

    An Introduction

  • 7/29/2019 Contemporary Human Resource Management - An Introduction32

    13/57

    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

  • 7/29/2019 Contemporary Human Resource Management - An Introduction32

    14/57

    What is at the core of HRM?

    People!

    Has it always been the case?

    Should it be the case?

  • 7/29/2019 Contemporary Human Resource Management - An Introduction32

    15/57

    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

  • 7/29/2019 Contemporary Human Resource Management - An Introduction32

    16/57

    Fombrun

    Model of HRM

    Organisational

    StructureHRM

    Economic

    Force

    Mission and

    Strategy Social

    Force

    Political

    ForceSource: Forbrun, 1984

    Organisational

    Structure

    Organisational

    Structure

  • 7/29/2019 Contemporary Human Resource Management - An Introduction32

    17/57

    PESTLE

    Organisational

    StructureHRM

    Economic

    Force

    Mission and

    Strategy Social

    Force

    Political

    ForceSource: Forbrun, 1984

    Organisational

    Structure

    Organisational

    Structure

    Technological

    Legal Environmental

  • 7/29/2019 Contemporary Human Resource Management - An Introduction32

    18/57

    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

  • 7/29/2019 Contemporary Human Resource Management - An Introduction32

    19/57

    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?

  • 7/29/2019 Contemporary Human Resource Management - An Introduction32

    20/57

    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

  • 7/29/2019 Contemporary Human Resource Management - An Introduction32

    21/57

    Source: BBC

  • 7/29/2019 Contemporary Human Resource Management - An Introduction32

    22/57

  • 7/29/2019 Contemporary Human Resource Management - An Introduction32

    23/57

    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)

  • 7/29/2019 Contemporary Human Resource Management - An Introduction32

    24/57

    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

  • 7/29/2019 Contemporary Human Resource Management - An Introduction32

    25/57

    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

  • 7/29/2019 Contemporary Human Resource Management - An Introduction32

    26/57

    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

  • 7/29/2019 Contemporary Human Resource Management - An Introduction32

    27/57

    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

  • 7/29/2019 Contemporary Human Resource Management - An Introduction32

    28/57

    The Political/Legal Context

    Government as Employer

    NHS

    Privatisation

  • 7/29/2019 Contemporary Human Resource Management - An Introduction32

    29/57

    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?

  • 7/29/2019 Contemporary Human Resource Management - An Introduction32

    30/57

    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?

  • 7/29/2019 Contemporary Human Resource Management - An Introduction32

    31/57

    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

  • 7/29/2019 Contemporary Human Resource Management - An Introduction32

    32/57

    Source: www.worldwidehistory.net

  • 7/29/2019 Contemporary Human Resource Management - An Introduction32

    33/57

    Source: www.corbis.com

  • 7/29/2019 Contemporary Human Resource Management - An Introduction32

    34/57

    Source: http://media-2.web.britannica.com/eb-media/40/99940-004-D6D6E9B7.jpg

  • 7/29/2019 Contemporary Human Resource Management - An Introduction32

    35/57

    The Economic Context

    Different organisational structure betweenfirms in manufacturing and service sectors

    Implication on HRM?

  • 7/29/2019 Contemporary Human Resource Management - An Introduction32

    36/57

    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

  • 7/29/2019 Contemporary Human Resource Management - An Introduction32

    37/57

    Central

    Observation Tower

    No Privacy

    Being watched at

    anytime but not

    sure when

    Source: Clegg et al.

  • 7/29/2019 Contemporary Human Resource Management - An Introduction32

    38/57

    Source: Wikipedia, 2009

    Prison Presidio Modelo,

    Cuba

    I was

    there,

    1953 - 55

  • 7/29/2019 Contemporary Human Resource Management - An Introduction32

    39/57

    Source: Wikipedia, 2009

    Prison Presidio Modelo,

    Cuba

    I was

    there,

    1953 - 55

    Kilmainham

    www.uhc-collective.org.uk

  • 7/29/2019 Contemporary Human Resource Management - An Introduction32

    40/57

    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
  • 7/29/2019 Contemporary Human Resource Management - An Introduction32

    41/57

    What is the implication on HR?

    Systematic and simple HRM

    Treat people like machine

  • 7/29/2019 Contemporary Human Resource Management - An Introduction32

    42/57

    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

  • 7/29/2019 Contemporary Human Resource Management - An Introduction32

    43/57

    Source: Guess where in London

    Source: The travelling hungry boy

  • 7/29/2019 Contemporary Human Resource Management - An Introduction32

    44/57

  • 7/29/2019 Contemporary Human Resource Management - An Introduction32

    45/57

  • 7/29/2019 Contemporary Human Resource Management - An Introduction32

    46/57

    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

  • 7/29/2019 Contemporary Human Resource Management - An Introduction32

    47/57

    The Economic Context

    How about from another countrys

    context? (e.g. Developing countries)

  • 7/29/2019 Contemporary Human Resource Management - An Introduction32

    48/57

    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

  • 7/29/2019 Contemporary Human Resource Management - An Introduction32

    49/57

    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

  • 7/29/2019 Contemporary Human Resource Management - An Introduction32

    50/57

    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?

  • 7/29/2019 Contemporary Human Resource Management - An Introduction32

    51/57

    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

  • 7/29/2019 Contemporary Human Resource Management - An Introduction32

    52/57

    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)

  • 7/29/2019 Contemporary Human Resource Management - An Introduction32

    53/57

    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

  • 7/29/2019 Contemporary Human Resource Management - An Introduction32

    54/57

    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

  • 7/29/2019 Contemporary Human Resource Management - An Introduction32

    55/57

    The Flexible Firm

    Source: Atkinson, 1984, p.29; Torrington et al.

  • 7/29/2019 Contemporary Human Resource Management - An Introduction32

    56/57

    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

  • 7/29/2019 Contemporary Human Resource Management - An Introduction32

    57/57

    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?