Strategic intelligence management : national security imperatives and information and communications technologies

759 Pages·2013·4.066 MB·English

by  Babak Akhgar, Simeon Yates

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HUMAN RESOURCE
MANAGEMENT
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About the Companion Website
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HUMAN RESOURCE
MANAGEMENT
A CONTEMPORARY APPROACH
Fourth Edition
Edited by
Ian Beardwell, Len Holden
and Tim Claydon
De Montfort University,Leicester
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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 published in Great Britain in 1994
Second edition published in 1997
Third edition published in 2001
Fourth edition published in 2004
© Longman Group Limited 1994
© Financial Times Professional Limited 1997
© Pearson Education Limited 2001, 2004
All rights reserved. No part of this publication may 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 publisher or a licence permitting restricted copying in the United Kingdom issued
by the Copyright Licensing Agency Ltd, 90 Tottenham Court Road, London W1T 4LP.
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 in such trademarks, nor does the use of such trademarks imply
any affiliation with or endorsement of this book by such owners.
ISBN 0 273 67911 2
British Library Cataloguing-in-Publication Data
A catalogue record for this book is available from the British Library
10 9 8 7 6 5 4 3 2 1
08 07 06 05 04

Typeset in 10pt Sabon by 30
Printed and bound by Scotprint, Haddington
The publisher’s policy is to use paper manufactured from sustainable forests.
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Professor Ian Beardwell 1946–2002
In memoriam
Sadly, Ian Beardwell died suddenly just after work had begun on
this edition. Ian made a great contribution to the study and
practice of HRM through his research and writing, his teaching,
and his close engagement with the Chartered Institute of Personnel
and Development, where he was Vice-President for Membership
and Education from 1997 to 2001. Part of that contribution was
his role in developing an HRM textbook that was scholarly
and critical in its approach, yet accessible to students.
This edition of that book is dedicated to his memory.
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vi Glossary of terms and abbreviations
CONTENTS
Preface X The resource-based view of SHRM 49
Best-practice SHRM: high-commitment models 56
Guided tour of the book XII
High-performance work practices 59
Plan of the book XIV
Conclusion 67
How to use this book XV
Summary 68
Contributors XVI Activity 69
Acknowledgements XIX Questions 69
Case study: Jet Airlines 70
Useful websites 71
Part 1
References and further reading 71
HUMAN RESOURCE MANAGEMENT AND
ITS ORGANISATIONAL CONTEXT
3 Human resource management in
context
Introduction to Part 1 3 Audrey Collin 75
Objectives 75
1 An introduction to human resource
Introduction 75
management:strategy,style or
The immediate context of HRM 79
outcome
The wider context of HRM 84
Ian Beardwell (revised by Julie Beardwell Ways of seeing and thinking 91
and Ian Clark) 4
Conclusion … and a new beginning? 101
Summary 102
Objectives 4
Activity 103
Introduction 4
Questions 104
Some assumptions about human resource
Exercise 104
management 14
Case study: Awkward squad promises a rough
The search for the defining characteristics
ride at Blackpool 105
of HRM 15
References and further reading 106
The origins of human resource management 17
Human resource management: the state of the
Part 1 Case study
debate 24
Summary 27 Marks and Spencer 110
Activity 28
References and further reading 29
Part 2
RESOURCING THE ORGANISATION
2 Strategic human resource management
Nicky Golding 32
Objectives 32 Introduction to Part 2 113
Introduction to strategic human resource
management 32
4 Human resource management and
Understanding the business context 34
the labour market
Approaches to the strategy-making process 35
The rise of strategic human resource management 41 Tim Claydon 115
Exploring the relationship between strategic
management and SHRM: the best-fit school Objectives 115
of SHRM 42 Introduction 115
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Contents vii
The nature of labour markets and employment The nature of discrimination 231
systems 116 Why be concerned with equality and diversity? 233
Externalisation or internalisation of employment? 120 Equal opportunity policies 238
The rise and fall of internalised employment Devising equality and diversity policies 242
systems? 134 Institutional discrimination 248
The future of employment systems: theory The process of discrimination in an organisation 251
and evidence 142 Concluding comment 253
Conclusion 150 Summary 253
Summary 151 Questions 254
Activity 152 Case study: Safe Future Finance 255
Questions 153 References and further reading 256
Case study: ‘Fears for the thread of industry’ 153
References and further reading 154 Part 2 Case study
Employers exploit agency work boom 258
5 Human resource planning
Part 3
Julie Beardwell 157
DEVELOPING THE HUMAN RESOURCE
Objectives 157
Introduction 157
Defining human resource planning 158
The traditional approach to HRP 159 Introduction to Part 3 263
Human resource planning – a contemporary
approach 172
8 Learning and development
The advantages and disadvantages of human
resource planning 181 Audrey Collin 266
Human resource planning in practice 182
HRP and strategic HRM 183 Objectives 266
Future directions 185 Introduction 266
Summary 186 The changing world of work and organisations 267
Questions 186 Learning and development 271
Case study: ASDA and staff retention 187 The outcomes and process of learning 276
References and further reading 187 The process of development 287
The organisation as context for learning and
development 295
6 Recruitment and selection Controversial issues 303
Julie Beardwell and Mary Wright 189 Conclusions 304
Summary 305
Objectives 189 Questions 306
Introduction 189 Exercises 306
The external context 190 Case study: Appoint in haste, repent at leisure 307
The internal context 198 References and further reading 309
Developments in the systematic approach to
recruitment and selection 204
9 Human resource development:the
Conclusion 224
organisation and the national
Summary 225
framework
Activity 225
Questions 227 Len Holden 313
References and further reading 227
Objectives 313
Introduction 313
7 Managing equality and diversity
The need for training 314
Mike Noon 230 Creating a human resource development plan 317
The learning organisation 329
Objectives 230 HRD and the national framework for vocational
Introduction 230 education and training 333
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viii Contents
VET in the leading industrialised nations 335 The contract of employment 429
VET in Britain 341 Discrimination in employment 442
Controversial issues 350 The regulation of working time 445
Summary 353 Termination of the employment contract 447
Activity 354 Enforcement of contractual and statutory
Questions 355 employment rights 450
Exercises 355 New rights at work? 453
Case study 1: Wealden District Council 355 Conclusion 459
Case study 2: Smart cookies 356 Summary 460
References and further reading 358 Questions 461
Case study: The pitfalls that follow a failure
of best practice 461
10 Management development
Useful websites 463
Mike Doyle 361 References and further reading 463
Objectives 361
Introduction 361 12 Establishing the terms and
Defining management development 362 conditions of employment
Management development as a strategic Sue Marlow and Trevor Colling 465
imperative 363
Organisational approaches to management
Objectives 465
development 365
Introduction 465
Organising management development
Collective bargaining – history, definitions,
programmes 370
analyses and criticisms 468
Implementing and evaluating management
The collective agreement 469
development programmes 374
The development of collective bargaining in
Management development for different contexts
Britain 1945–80 470
and special needs 386
Changes in collective bargaining since the 1980s 472
The future for management development:
HRM and collective bargaining 476
the need for new thinking and new practices? 407
Summary 411 ‘New Labour’ and the contemporary
Questions 411 employment relationship 477
Exercises 412 Establishing the terms and conditions of
Case study: Management development in employment in the public sector 480
Mid County NHS Trust 412 Establishing terms and conditions of
References and further reading 413 employment in non-union organisations 488
Summary 493
Part 3 Case study
Questions 494
Transforming Anglian Water 419
Exercises 495
Case study: Business views two-tier workforce
Part 4 agreement as dynamite 495
References and further reading 496
THE EMPLOYMENT RELATIONSHIP
13 Reward and performance
management
Introduction to Part 4 425
Julia Pointon and Alan J. Ryan 500
11 The employment relationship and Objectives 500
employee rights at work Introduction 500
Ian Clark 426 The development of reward systems 501
Design and debates 502
Objectives 426 Motivation as a mechanism 504
Introduction 426 New day, new way, new pay? 517
Distinguishing contractual and statutory The psychological contract 519
employment rights 427 HRM and performance management 523
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Contents ix
Conclusion 533 International HRM 606
Summary 534 HRM in multinationals 624
Questions 534 Conclusion 629
Exercises 535 Summary 629
Case study: Widgets Are Us 535 Questions 630
References and further reading 536 Case study: All change at Linkz 630
References and further reading 632
14 Employee involvement and
empowerment 16 Human resource management and
Europe
Len Holden 539
Len Holden and Tim Claydon 637
Objectives 539
Introduction 539 Objectives 637
HRM and employee involvement 541 Introduction 637
Employee involvement and communication 544 European Union issues 638
Empowerment 557 The Social Charter 644
Eastern Europe 664
Controversy: does employee involvement work?
Summary 669
The case of TQM 562
Activity 669
International aspects of employee involvement 565
Questions 670
Summary 574
Case study: A human resource strategy for
Activity 575
Europump Ltd 670
Questions 575
References and further reading 672
Exercises 576
Case study 1: Total quality management 576
Case study 2: Empowerment at Semco 577 17 Human resource management in Asia
References and further reading 578
Len Holden and Linda Glover 675
Part 4 Case study
Objectives 675
Malone Superbuy Ltd 582
Introduction 675
Japan: economic growth and HRM 677
Part 5 China: economic growth and HRM 684
Hong Kong: economic growth and HRM 695
INTERNATIONAL HUMAN RESOURCE
South Korea: economic growth and HRM 697
MANAGEMENT Singapore: economic growth and HRM 702
Summary 705
Activity 706
Introduction to Part 5 585
Questions 707
Case study: Yummee Biscuits 707
15 HRM in multination als:a comparative References and further reading 709
international perspective
Part 5 Case study
Phil Almond, Ian Clark and Olga Tregaskis 587
Global and local:the case of the inoperable
HRM strategy 712
Objectives 587
Introduction 588
Glossary of terms and abbreviations 714
National business systems (NBSs) 589
Comparative HRM 599 Index 722
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Glossary of terms and abbreviations
PREFACE
I know that Ian Beardwell was as surprised as the rest of the writing team by the fact
that this book reached four editions. In doing so it has reflected developments in the
field of Human Resource Management over a decade. It will also serve as a monument
to Ian in that the book played a modest role in shaping conceptions and understanding
in the thoughts of a large number of students and lecturers. A textbook, while reflecting
on and critiquing the leading edge in HRM research, also acts as an interpreter of often
complex trends. We hope that this edition maintains the analytical and critical standard
of previous ones.
Since the first edition of this book the role and function of human resource manage-
ment within organisations have become more complex and the issues and policies which
have become associated with it have multiplied considerably. The continuing devolvement
of HRM functions to line managers has had some commentators predicting the death of
the personnel/HRM department and in the second edition there was consideration of the
important questions about the role of the HRM professional in changing organisations.
The second and third editions raised concerns about strategic policy-making and the
strategic nature of not only HRM, but those areas and disciplines associated with it, such
as human resource development (HRD), management development and performance
management. It also examined the role and nature of HRM in relation to culture change
schemes such as total quality management (TQM), customer service programmes, busi-
ness process re-engineering (BPR), investors in people (IIP) and performance-related pay
(PRP). These add to the role confusion and uncertainty for HRM practitioners, as well as
for middle and line managers and supervisors with expanded HRM functions. The third
edition also reflected on the rise in popularity of the learning organisation and its sister
concept the knowledge-based organisation as well as empowerment initiatives, all of
which constitute types of organisational style and culture and exist as entities within
themselves resting on HRM and related practices.
HRM has also become more ambiguous in relation to other managerial initiatives
which place emphasis on employee flexibility and teamwork aimed at enhancing com-
mitment through empowerment policies. The contradictions inherent in its role and
function remain, not least in the conflicting ethical positions which are often posed by
changing economic circumstances. A decade of growth in HRM popularity has also
revealed its changing nature. There is less interest in finding a universal paradigm or
model of HRM than in understanding how it operates in diverse situations and what
contribution it can make to the effectiveness and the profitability of the organisation.
In addition, the growing uncertainties of work in the flexibilised world of portfolio
and vendor workers aligned with the decreasing core of permanent employees has also
directly and indirectly impacted on HRM policy, posing new forms of employee relations
associated with short-term contracts, part-time working, agency and outsource working.
The inconstancy of the organisational form is continually reshaping HRM role and
policy, and HRM models rooted in the certainties of previous decades no longer apply.
The history of the employment relationship over the past decade and a half indicates
some kind of ‘managerial revolution’ and within this movement the influence of HRM
has not been small. The role and function of HRM beyond the millennium have contin-
ued to evolve, fuelling debate amongst practitioners and academics. What is and will