Sept 2001Chris JarvisBS3403 Human Resource ManagementBS3403 HRM2Schedulez Lectures z Case study discussion z Coursework 50%, Examination 50% z On-line Forum/Bulletin Board z Study guide and Learning Resources ycourse WWW-site sol.brunel.ac.uk/jarvis/degreemodules/bs3403/ yBOLA sol.brunel.ac.uk/jarvis/bola/personnel/BS3403 HRM3Chris Jarvis: HRM Theory and PracticeMG5012 Managing Human ResourcesModule TextsEssential (pre-season training) z Maund L, 2001, Intro to HRM, Palgrave z Beardwell I & Holden, 2000, HRM, Pitman Further z Cornelius, N (1999) HRM: a Managerial Perspective, International Thomson z Legge K, (1995), HRM: rhetorics and realities, MacMillan BS3403 HRM4HRM: a mature discipline?Scientific/philosophical rigour Critical evaluation Complex synthesis Analytical explanation Technical application Contextual understanding Descriptive knowledge and categorisationBS3403 HRM5Scope of HRMzWhat business activities? Who does them? zEvolution of HRM/Personnel function zHR contentyjob and employee related service functions zHR contexts (STEEPLE)ysocial, technological, economic, ethical, legal and environmentalBS3403 HRM6HR Analysis Planning, Policy and ImplementationStaffing Recruitment Placement RecordsLearning, Training, and EvaluatingRewards and ContractsOrganisational culture & management workforce relationshipsHRM/Personnel ActivitiesThe organisation employs people Macro Meso Micro Meta issuesBS3403 HRM7Karen Legge - Perspectives on HRM Rhetoric descriptive functional (policies, procedures, purposes, rules, regulative mechanisms) normative (values and commitments: managerial, libertarian, egalitarian, ethical) critical evaluative (strength of theory, rhetoric and experience) descriptive behavioural (practice, experience and interpretation) Approaches, theoretical strength, control, philosophies & tension BS3403 HRM8Brain of the Firm?Personnel/HRM at Board Levelnon-Exec DirectorsSales and Marketing DirectorFinance Director incl. IT Systems and PayrollOperations and Distribution DirectorDirector of Human ResourcesManaging DirectorCompany SecretaryChairmanVariants for public sectorStaff? Systems?Functional responses to internal & external conditionsBS3403 HRM9Managers Operators Technical Overseas Graduates Sales?RecruitmentGeneral Personnel Personnel Records Statistics Equal opportunities Communications Catering?Personnel Services ManagerManagement DevelNeeds Design Delivery EvaluationOperative trainingStaff appraisal Career counsellingInvestors in People Technical trainingHRD ManagerMedical Centre screening/welfare Loos/hygiene Health & safety Welfare counselling Social club Site security?Site Services & Occupational HealthRewards policy and change? Union bargaining and staff representation ContractsSocial/structural &legal adaptationManaging conflictEmployee Relations ManagerDirector of Human ResourcesEmployment lawStrategy, external/internal, policy, standards, service quality, organisational Learning and culturesa service to management not a third party, mediator between company & staffDisciplineCentral, functional HRM Services modelBS3403 HRM10STAGE 1Records and administrationRegulative accountabilityCompetitive AdvantageDevelopment of HRM/PersonnelSTAGE 3STAGE 2Admin. Service ManagerContracts Service ManagerStrategic ManagerProblem-solving, power and innovationBS3403 HRM11Personnel administrator yClerk of works: chores, reactive, little authority, difficult to prove success, cost not profit centre yContracts manager & Architect deploy systems + innovate(Tyson & Fell 1986) Conformist innovator (contacts) y professionalism - accepts “ends” & adjusts “means” y service & innovation within prevailing norms. y policies for effective staffing, admin services & consultancy Deviant innovator (architect) y influence “ends -means” relationships. ygain acceptance for different success criteria. ystrategic: empowerment, creativity, organisational culture (Legge 1978)Clerks & InnovatorsBS3403 HRM12Managerial control: values and assumptionsEmploying people - unregulated master-servant relationshipModern, bureaucratic, efficient corporation - internal regulationDevelopment of HRM/Personnel - 2Externally regulated bureaucratic, efficient corporationCompetitive, global, lean, high quality, high tech firmDispersed,networked, flexible, K-based organisationBS3403 HRM13The distributed organisationz Centralised, corporate activities. Compare with yRetail distribution yThe short life organisation ySoftware house, consultancy and facilities management yEuropean or global firm yThe academic organisation yThe “professional“ organisation (solicitors, accountants) yThe NHS yLocal and central government yThe knowledge-centred organisationBS3403 HRM14Why a separate, bolt on HRM/personnel servicing function?Bureaucratic system & maintenance z regulated environment to service transactions (staff firm). z admin. burden. Routinisation, consistency, predictability.Strategic preparedness