Human resource management : a contemporary approach

721 Pages·2007·5.15 MB·English

by  Julie Beardwell, Tim Claydon

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Julie Beardwell Tim Claydon u
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Human Resource Management a
Human Resource
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A Contemporary Approach R
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5th Edition s Management
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The expert authors of this leading textbook take a critical view r
on contemporary developments in human resource c
management, exploring a range of questions including: e A Contemporary Approach

● What effect does globalisation have on the practice of human M
resource management?
● How is HRM developing in the rapidly growing economies of a
China and India?
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● Why are skills and knowledge so crucial to an organisation’s
competitive advantage? a
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Visit www.pearsoned.co.uk/beardwell
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for valuable study resources!
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The text covers the most pressing and topical themes and debates of today – such as HR strategy, gender and
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diversity, and employee rights, involvement and participation – whilst covering in depth the theory and practice of
the operational aspects of HRM. The fi nal part of the text compares trends in HRM around the world, with a n
particular focus on India and China, as well as the infl uence of multinational corporations on the practice of HRM.
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5th Edition
Regular invitations to ‘Stop and think’, questions and activities, and recommended further reading enable you to
learn and research effectively. And a wealth of relevant and appealing case studies and examples include:

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● human resource planning for the London 2012 Olympics
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● online selection testing at Cadbury Schweppes
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● employee motivation at Harley-Davidson
● career development at soft drinks giant Britvic rd
● talent spotting and the ‘corporate boot camp’ at multinational GE
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Human Resource Management is written for undergraduate, postgraduate and MBA students, as well as those
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studying for the CIPD qualifi cations.
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The fi fth edition of Human Resource Management is edited by Julie Beardwell,
Associate Dean and Head of School, HRM at Leeds Metropolitan University and la
Tim Claydon, Head of Department, HRM at De Montfort University, Leicester.
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ISBN 978-0-273-70763-9 n

9 780273 707639
www.pearson-books.com
an imprint of
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Human Resource Management
Visit the Human Resource Management, fifth editionCompanion Website at
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including:
• Multiple choice questions for every chapter, with instant feedback
• Questions and exercises with suggested answers for self-directed study
• Links to useful websites to facilitate independent research
• Flashcards of key terms and definitions for reference and revision
• Online glossary
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Fifth Edition
Human Resource
Management
A Contemporary Approach
Edited by
Julie Beardwell
Leeds Metropolitan University
Tim Claydon
De Montfort University, Leicester
HUMA_C00.QXD 3/3/08 12:55 PM Page iv
Pearson Education Limited
Edinburgh Gate
Harlow
Essex CM20 2JE
England
and Associated Companies throughout the world
Visit us on the World Wide Web at:
www.pearsoned.co.uk
First edition published in Great Britain in 1994
Second edition 1997
Third edition 2001
Fourth edition 2004
Fifth edition published 2007
© Longman Group Limited 1994
© Financial Times Professional Limited 1997
© Pearson Education Limited 2001, 2007
All rights reserved. No part of this publication may be reproduced, stored in a retrieval
system, or transmitted in any form or by any means, electronic, mechanical,
photocopying, recording or otherwise, without either the prior written permission of the
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All trademarks used herein are the property of their respective owners. The use of any
trademark in this text does not vest in the author or publisher any trademark ownership rights
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endorsement of this book by such owners.
ISBN: 978-0-273-70763-9
British Library Cataloguing-in-Publication Data
A catalogue record for this book is available from the British Library
Library of Congress Cataloging-in-Publication Data
Human resource management : a contemporary approach / edited by Julie Beardwell and
Tim Claydon. — 5th ed.
p. cm.
Includes bibliographical references and index.
ISBN-13: 978-0-273-70763-9
ISBN-10: 0-273-70763-9
1. Personnel management—Textbooks. I. Beardwell, Julie. II. Claydon, Tim, 1949–
HF5549.H78413 2007
658.3—dc22
2006052473
10 9 8 7 6 5 4 3 2
11 10 09 08
Typeset in 10/12pt Minion by 30
Printed and bound by Graficàs Estella, Navarro, Spain
The publisher’s policy is to use paper manufactured from sustainable forests.
HUMA_C00.QXD 3/3/08 12:55 PM Page v
Contents
Preface ix Best-practice SHRM: high commitment models 59
Guided tour x HRM and performance 63
Plan of the book xiv SHRM and performance: the critique 65
How to use this book xv Measuring the impact of SHRM on
Contributors xvi performance and the balanced scorecard 70
Acknowledgements xix Conclusion 73
Summary 74
Part 1 Questions 75
HUMAN RESOURCE MANAGEMENT AND Case study: Café Expresso 76
ITS ORGANISATIONAL CONTEXT Useful websites 78
References and further reading 78
Introduction to Part 1 3
3 Contextualising HRM: developing critical
thinking
1 An introduction to human resource
Audrey Collin 83
management
Julie Beardwell and Ian Clark 4 Objectives 83
Introduction 83
Objectives 4
The immediate context of HRM 87
Introduction 4
The wider context of HRM 92
Definitions of HRM 5
Ways of seeing and thinking 99
The origins of HRM 6
Conclusion . . . and a new beginning? 108
Models of HRM 7
Summary 109
Phases in the HRM debate 11
Questions 111
HRM in practice 21
Exercise 112
The impact of HRM on the HR function 25
Case study: Awkward squad promises a
Conclusion 27
rough ride at Blackpool 112
Summary 28
References and further reading 114
Case study: Comparing different styles
of people management 28
Part 1 Case study:
References and further reading 30
How well are we doing at work? 117
2 Strategic human resource management
Part 2
Nicky Golding 34 RESOURCING THE ORGANISATION
Objectives 34
Introduction to strategic human resource
management 34 Introduction to Part 2 121
Understanding the business context 36
Approaches to the strategy-making process 37
4 Human resource management and the
The systemic approach 41
labour market
The rise of strategic human resource
Tim Claydon and Amanda Thompson 122
management 43
Exploring the relationship between strategic Objectives 122
management and SHRM: the best-fit school Introduction 122
of SHRM 44 The nature of labour markets 123
The resource-based view of SHRM 52 The supply of labour 125
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CONTENTS
Labour demand 133 Equality and diversity policies 233
Labour market outcomes: the quality Devising equality and diversity policies 239
of employment 143 Institutional discrimination 244
Conclusion: labour market developments, The process of discrimination in an organisation 246
job quality and the implications for the Concluding comment 249
employment relationship 151 Summary 249
Summary 152 Questions 250
Questions 153 Case study 1: A short case scenario 250
Case study: Stuck on the ‘mummy track’ – why Case study 2: Safe future finance 251
having a baby means lower pay and prospects153 References and further reading 252
References and further reading 154
Part 2 Case study:
Teacher shortages 254
5 Human resource planning
Julie Beardwell 157
Part 3
Objectives 157 DEVELOPING THE HUMAN RESOURCE
Introduction 157
Defining human resource planning 158
The traditional approach to HRP 159
Introduction to Part 3 257
Human resource planning – a contemporary
approach 172
8 Learning and development
The advantages and disadvantages of human
resource planning 181 Audrey Collin 260
Human resource planning in practice 182
Objectives 260
HRP and strategic HRM 183
Introduction 260
Future directions 185
The changing world of work and organisations 261
Summary 186
Learning and development 265
Questions 186
The outcomes and process of learning 270
Case study: London Olympics 2012 187
The process of development 280
References and further reading 187
The organisation as context for learning and
development 288
6 Recruitment and selection Controversial issues 295
Julie Beardwell 189 Conclusions 296
Summary 297
Objectives 189
Questions 298
Introduction 189
Exercises 299
The external context 190
Case study 1: Growing pains let change
The internal context 194
blossom 300
Key stages in the recruitment and selection
Case study 2: GE’s corporate boot camp
process 199
cum talent spotting venue 301
Conclusion 219 Useful websites 302
Summary 220 References and further reading 303
Questions 221
Case study: International graduate recruitment
9 Human resource development: the
at GKN 221
organisational and national framework
References and further reading 222
Mairi Watson 307
7 Managing equality and diversity Objectives 307
Mike Noon 225 Introduction 307
Training, learning, HRD and HRM 308
Objectives 225 HRD: the organisational context 311
Introduction 225 HRD and national frameworks for vocational
The nature of discrimination 226 education and training 334
Why be concerned with equality and diversity? 228 The European dimension – VET in Europe 336
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CONTENTS
VET in the UK 340 The regulation of working time 435
Summary 350 Termination of the employment contract 437
Questions 351 Enforcement of contractual and statutory
Exercises 351 employment rights 440
Case study 1: Wealden District Council 351 New rights at work? 442
Case study 2: Smart cookies 352 Conclusion 448
Useful websites 353 Summary 450
References and further reading 354 Questions 451
Case study: The pitfalls that follow a failure
of best practice 451
10 Management development
Useful websites 452
Mike Doyle 359
References and further reading 452
Objectives 359
Introduction 359 12 Establishing the terms and conditions of
Defining management development 360 employment
Management development as a strategic Sue Marlow and Trevor Colling 454
imperative 361
Objectives 454
Organisational approaches to management
Introduction 454
development 363
Collective bargaining – a short overview 456
Organising management development
The collective agreement 458
programmes 368
Changes in collective bargaining since
Implementing and evaluating management
the 1980s 461
development programmes 371
HRM and collective bargaining 464
Management development for different
‘New Labour’ and the contemporary
contexts and special needs 383
employment relationship 465
The future for management development:
Establishing the terms and conditions of
the need for new thinking and new practices?401
employment in the public sector 467
Summary 404
Establishing the terms and conditions of
Questions 405
employment in non-union organisations 475
Exercises 405
Summary 481
Case study: Management development in
Questions 482
Mid-County NHS Trust 405
Exercises 482
References and further reading 407
Case study: Fears about job destruction
proved to be unfounded 483
Part 3 Case study:
References and further reading 483
Transforming Anglian Water 411
13 Reward and performance management
Part 4
THE EMPLOYMENT RELATIONSHIP Alan J. Ryan and Julia Pointon 487
Objectives 487
Introduction 487
Introduction to Part 4 415 The development of reward systems 488
Design and debates 489
Motivation as a mechanism 491
11 The employment relationship and
New day, new way, new pay? 502
employee rights at work
The psychological contract 505
Ian Clark 416
HRM and performance management 509
Objectives 416 Some difficulties 518
Introduction 416 Conclusion 519
Distinguishing contractual and statutory Summary 520
employment rights 417 Questions 520
The contract of employment 419 Exercises 521
Case study: Widgets Are Us 521
Discrimination in employment 432
References and further reading 522
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CONTENTS
Conclusion 593
14 Employee participation and involvement
Summary 593
Peter Butler and Linda Glover 525
Questions 593
Objectives 525 Case study: Chill enters cosy German
Introduction 525 boardrooms 594
Definitions 526 References and further reading 595
History of EPI 530
EPI: managerial motives 534
16 Human resource management in China
EPI practices in the workplace 537
and India
Works councils and consultation in the
European Union 546 Linda Glover and Anita Trivedi 598
New management initiatives: from quality
Objectives 598
circles, to quality management, to ‘high
Introduction 598
performance management’? 549
Convergence or divergence in Asia? 599
Summary 555
China: economic growth and HRM 600
Case study: Advanced Components 555
India 615
References and further reading 557
Summary 628
Case study: Yummee Biscuits: Part 1 629
Part 4 Case study:
Case study: Yummee Biscuits: Part 2 629
Malone Superbuy Ltd 561
References and further reading 630
Part 5
17 International HRM
INTERNATIONAL HUMAN RESOURCE
MANAGEMENT Phil Almond and Olga Tregaskis 634
Objectives 634
Introduction to Part 5 563 Introduction 634
The international strategic context 636
Configuration of the international HRM
15 HRM trends and prospects:
a comparative perspective function 640
Knowledge and the transfer of the HR
Ian Clark and Tim Claydon 564
policy and practice in international
Objectives 564 organisations 651
Introduction 564 Country effects 654
National employment systems 566 Summary 661

Germany: the social partnership model 566 Questions 662
Japan: the enterprise-based model 571 Case study: All change at Linkz 662
The American employment system: References and further reading 664
a managerial model 576
Three national systems: a summary 581 Part 5 Case study:
Patterns of change in national systems 582 Global and local: the case of the inoperable
Where the USA leads the rest of the world HRM strategy 667
follows? 584
Change, convergence and divergence in Glossary of terms and abbreviations 669
employment systems 591 Index 677
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Preface
This fifth edition is the first edition ofthis text that has not been co-edited and contributed to
by Len Holden.The book was in many ways Len’s brainchild and the fact that the book goes
on even though he has relinquished his role is a tribute to the quality ofthe vision that he and
Ian Beardwell shared nearly fifteen years ago.As new co-editors we have tried to ensure that
this edition maintains the analytical and critical standard that they set in earlier ones.
HRM is a continually evolving field of practice and study.In its successive editions this
book has tried to reflect critically upon new developments as the issues and policies that have
become associated with it have multiplied considerably.Previous editions have traced the
debates over the role ofthe HRM specialist within organisations,the role and nature ofHRM
in relation to organisational change initiatives such as total quality management (TQM),
and the strategic role of HRM and its effect on organisational performance. They also
addressed the implications for HRM of the emergence of new concepts such as the learning
organisation and the knowledge-based organisation and new approaches to employee
involvement (EI) and empowerment.
In the last edition we noted how in academic circles the search for a universal HRM para-
digm has given way to an emphasis on understanding how HRM operates in diverse
situations and what contribution it can make to the effectiveness and profitability of the
organisation. Particular attention was paid to concepts such as high performance work
systems, the resource-based view of HRM and ‘bundles’ of HR policies. That edition
also examined the operation of HRM across national boundaries,reflecting the growing
importance ofmultinational companies and the globalising trends in the world economy.
This edition continues to explore these themes and to reflect further developments in the
field,including changes in employees’legal rights,developments in employee involvement
and the implications of the continuing emphasis on the need to raise skills and compete in
world markets on the basis ofskills and knowledge.We have paid particular attention to the
final section dealing with comparative and international HRM in order to address more fully
the issues for HRM rais ed by globalisation.There are new chapters that discuss whether dis-
tinctive national patterns ofHRM can survive in the face ofUS-led globalisation,how HRM
is developing in the rapidly growing economies of China and India,and the ways in which
multinational companies are influencing not only HRM ideas and practice across the globe
but also the national and international policy environments within which HRM operates.A
single volume cannot encompass the huge area in and around the HRM sphere,and we
apologise for any omissions.Nevertheless,we have covered the broad sweep ofthe HRM field
and some aspects in considerable detail.
We would again like to thank our long-standing contributors and those who are making
their first appearance in this edition for their hard work and willing cooperation in getting
this edition to press.We would also like to thank partners,family members and colleagues for
their help and support in the arduous process of academic writing.Finally,we would like to
thank our editors at Pearson for their enthusiastic help and encouragement.
Julie Beardwell
Tim Claydon
ix