Human Resource Management: Theory and Practice

353 Pages·1994·35.397 MB·English

by  John Bratton, Jeffrey Gold (auth.)

HUMAN
RESOURCE MANAGEMENT
Theory and Practice
HUMAN RESOURCE
MANAGEMENT
Theory and Practice
John Bratton
and
Jeffrey Gold
MACMILLAN
© John Bratton and Jeffrey Gold 1994
All rights reserved. No reproduction, copy or transmission of
this publication may be made without written permission.
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transmitted save with written permission or in accordance with
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or under the terms of any licence permitting limited copying
issued by the Copyright Licensing Agency, 90 T ottenham Court
Road, London W1P 9HE.
Any person who does any unauthorised act in relation to this
publication may be liable to criminal prosecution and civil
claims for damages.
First published 1994 by
THE MACMILLAN PRESS LTD
Houndmills, Basingstoke, Hampshire RG21 2XS
and London
Companies and representatives
throughout the world
ISBN 978-0-333-58877-2 ISBN 978-1-349-23340-3 (eBook)
DOI 10.1007/978-1-349-23340-3
A catalogue record for this book is available
from the British Library.
Copy-edited and typeset by Povey-Edmondson
Okehampton and Rochdale, England
8 7 6 5
03 02 01 00 99
To Amy, Andrew and Jennie
'People developed and upgraded on a continuous basis will be your edge towards
2000. The competition can copy your technology, but they cannot copy the
creativity, knowledge, judgement and skills of your committed workforce.'
The authors
I
Contents
List of T abies vm
List of Figures 1x
List of Abbreviations XI
Preface xu
Acknowledgements xv
PART 1 THE CONTEXT OF HUMAN RESOURCE MANAGEMENT
1 Human Resource Management in Transition john Bratton 3
2 Global Capitalism and Competitive Advantage
john Bratton 36
3 Restructuring Work: Fordism and Post-Fordism
John Bratton 57
4 Employee Health and Safety john Bratton 84
PART 2 PLANNING AND SELECTION
5 Human Resource Planning Jeffrey Gold 121
6 Recruitment and Selection Jeffrey Gold 144
PART 3 REWARDS AND DEVELOPMENT
7 Performance Appraisal Jeffrey Gold 169
8 Rewards Management john Bratton 190
9 Human Resource Development Jeffrey Gold 225
PART 4 EMPLOYEE AND LABOUR RELATIONS
14 Communications and Employee Participation
john Bratton 249
11 Industrial Relations John Bratton 282
12 Back to the Future John Bratton and Jeffrey Gold 314
Glossary 325
Bibliography 329
Index 340
vii
I
List of T abies
1.1 Ranking of HRM activities of general managers and HRM specialists,
1990 9
2.1 The economic context of trading organizations, 1984 and 1990 42
2.2 The top 25 multinationals 44
2.3 Technical change, 1984 and 1990 45
4.1 Arrangements for dealing with health and safety, 1984 and 1990 112
6.1 Summary of research on selection interviews 159
7.1 Why companies review performance 171
7.2 Summary of findings from Meyer, Kay and French study 172
7.3 Grades of employee and performance reviews 176
7.4 Responses of managers six months after attending a development
centre 184
10.1 Information given to employees or their representatives, by ownership in
the private sector, 1990 260
10.2 Some methods used by management to communicate with their
employees, 1984-1990 265
10.3 Extent of JCCs by sector, 1984-1990 270
10.4 Form of employee involvement in local authorities, 1987 271
11.1 Aggregate union membership and density in the United Kingdom, 1979-91
(thousands and per cent) 286
11.2 Incidence of union representatives, by sector, 1990 287
11.3 Change in membership of the 10 largest TU C affiliated unions, 1979-1991
(thousands and per cent) 294
11.4 Basis for most recent pay increase in private manufacturing, 1984-
1990 304
11.5 Employees covered by collective bargaining, 1968 and 1990 308
Vlll
I
List of Figures
1.1 Management as science, art, politics and control 7
1.2 The evolution of human resource management 16
1.3 The Harvard analytical model of HRM 22
1.4 Stereotypes of personnel management and human resource
management 23
1.5 The Guest model of HRM 24
1.6 The Storey model of HRM 27
1.7 The human resource management cycle 28
1.8 Situational factors, stakeholder interests and HR strategies: a combined
model 30
2.1 The external contexts of Human Resource Management 38
3.1 Example of job rotation 66
3.2 Example of job enlargement 67
3.3 Example of job enrichment 67
3.4 The job characteristic model 70
3.5 Ideal types of Fordist and Post-Fordist production systems 74
3.6 Core elements of the Japanese production model 75
3.7 A model of Japanese industrial management 76
3.8 Three approaches to job design 79
4.1 A trade union view on health and safety 88
4.2 The cost of an accident 90
4.3 HASA WA 1974: the duties on employers 96
4.4 Typical symptoms of stress 97
4.5 The EC code on sexual harassment 99
4.6 Some causes of stress 100
4.7 Stress causes by the 'dual-role' syndrome 101
4.8 Action to reduce occupational stress 102
4.9 Smoking-related costs 103
4.10 Strategies to improve health and safety in the workplace 106
4.11 Checklist for health and safety 114
5.1 The rationalized approach to manpower planning 124
5.2 The diagnostic approach to manpower planning 128
5.3 Patterns of responses to the demographic downturn 130
5.4 A model of HRP 131
5.5 A framework of labour market segmentation 135
5.6 A model of career management 138
6.1 The progress of functionally flexible workers 149
6.2 An attraction-selection-attrition framework 153
lX
X List of Figures
6.3 Job description format 154
6.4 Seven point plan 154
6.5 Five-fold grading system 155
7.1 A performance control approach to appraisal 173
7.2 The performance of work as a transformation process 177
7.3 Developmental decisions 178
7.4 A framework for the design of organisational control mechanisms 186
7.5 A planning BARS 186
8.1 Types of individual effort and reward 193
8.2 A framework for rewards management 197
8.3 Reward actions that rely on job analysis 200
8.4 The process of job analysis 201
8.5 Methods of collecting job analysis data 201
8.6 Typical job ranking 204
8.7 Typical ranking jobs by compensable factors 205
8.8 Point system matrix 206
8.9 A model of factors influencing pay level 210
8.10 The construction of pay levels 210
8.11 Indirect government influence on rewards management 217
8.12 Women's pay as a percentage of men's, EC countries (non-manual
employees in retail sector) 218
9.1 Task and personal learning dimensions in career effectiveness 228
9.2 A four-stage training model 233
9.3 Bramley's effectiveness model 234
9.4 The elements of HRD 237
9.5 Traditions of learning 239
9.6 Kolb's learning cycle 240
9.7 A model of the transfer process 242
10.1 Dimensions of employee participation 253
10.2 The involvement-commitment cycle 254
10.3 A model of the communication process and methods of
communication 260
10.4 Downward, upward, and horizontal organizational communication in a
retail store 261
10.5 Example of joint consultation and collective bargaining in local
government 273
11.1 Working days lost due to stoppages (UK) 295
11.2 Dimensions of managerial style 299
11.3 Functional strategies that support corporate-level strategy 300