Bratton Hrm 3e Chapter 1 Slides (1)

8/12/2019 Bratton Hrm 3e Chapter 1 Slides (1)

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Web support material to accompany Human Resource Management: Theory and practice , Third edition

John Bratton and Jeffrey Gold 2003, published by Palgrae !acmillan

Words of wisdom

The real sources of competitive leverage are the culture

and capabilities of your organization that derive from

how you manage your people.The whole emphasis on people demands that top

management attract, cultivate and keep the best

workforce they can possibly find.

The role of H is becoming as important if not more thanany other e!ectuive leadership function.

The "ature of Human esource

#anagement


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#anagement


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Human esource #anagement$

% strategic approach to managing

employment relations which emphasizesthat leveraging peoples capabilities is

critical to achieving competitive

advantage. This being achieved through a

distinctive set of integrated employmentpolicies, programmes and practices.


#anagement


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#anagement$

The science perspective

The political perspective

The control perspective

The practice perspective


#anagement


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The meaning of management


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&cience perspective$'ayol ()*+*.

-lanning, rganizing, /irecting, 0ontrolling

(-/0.1dealized image of management as a rationally

designed and operationalized tool for realizing

organizational goals.



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-olitical perspective$

0haracterizes the workplace as a miniature

society with politics pervading all managerial

work.

1ndividual managers viewed as knowledgeable

human agents.

einforces the theoretical and practical

importance of building alliances and networks ofco2operative relationships.



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0ontrol perspective$

0onceptualizes management as a controlling

agent that servces the economic imperatives

imposed by capitalist marketing relations.

#anagement structures and labour strategies are

instruments and techni3ues to control the labour

process in order to secure a high level of

productivity and profitability.

&imultaneous desire for control over, and

cooperation from, workers.



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-ractice perspective$

&ees management as an activity aimed at the

continual melioration of diverse, fragmented andcomple! practices.

1ncorporates the other three perspectives.



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/escribes dynamic interlocking relations that

e!ist between individuals and their work

organizations.0onsiders economic, legal, social and

psychological relations.

The "ature of the 4mployment

elationship


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4conomic 5 e!change of pay for work.

6egal 5 network of common law and statutory

rights and obligations affecting both parties.

&ocial 5 social norms influence employees

actions in the workplace.

-sychological 5 dynamic, two2way e!change ofperceived promises and obligations.


elationship


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elationship


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What do H# professionals do7

-lanning

&taffing

/eveloping

#otivating

#aintaining

#anaging relationships

#anaging change

4valuating

H# 'unctions


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How do H# professionals do what they do7

8se technical, cognitive and interpersonal

processes and skills.

-ower, legal procedures and communication

skills are important.

H# 'unctions


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H# 'unctions


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'ive ma9or H# models$

-rovide an analytical framework for studying

H#.

6egitimate certain H# practices.

4stablish variables and relationships to be

researched.

4!plain the nature and significance of keyH practices.

Theoretical perspectives on H#


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4mphasizes the interrelatedness and the

coherence of H# activities.

H# cycle$ selection, appraisal,

development and rewards aim to increaseorganizational performance.

'ombrun, Tichy : /evanna


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-rescriptive.

1gnores stakeholder interests, situational

factors and notion of strategic choice.

4!presses the coherence of internal H

policies and the importance of matching

them to e!ternal business strategy.



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&ituational factors

&takeholder interests

H# policy choices

H outcomes

6ong2term conse3uences

Harvard


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Harvard


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0lassifies inputs and outcomes at both

organizational and societal level.

%bsence of a coherent theoretical basis for

measuring the relationship between Hinputs, outcomes and performance.

Harvard


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eflects view that a core set of integrated

H# practices can achieve superior

individual and organizational performance.

H# differs from personnel management.

;uest


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;uest


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4!tends the Harvard framework.

#aps the connections between the outer and

inner conte!ts and e!plores how H# adapts

to changes in conte!t.

Warwick


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Warwick


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/emonstrates the differences between the

personnel and industrials and the H#

paradigm by creating an ideal type.

0haracterizes H# as an amalgam ofdescription, prescription, and logical

deduction.

&torey

&t


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&torey

&t


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&torey

4 t t f H#


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How many organizations have adopted the new

H# model7

"umber of H architects in the highest levels of

decision2making is small.

enaissance of individualism, fall incollectivism.

/is9uncture between knowledge of the H# model

and management practice.

'ew organizations have integrated H planning

into strategic business planning.

4!tent of H#


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Bratton Hrm 3e Chapter 1 Slides (1)