HRM in SSreview

7/28/2019 HRM in SSreview

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Human Resource Management

in the Service Sector

Review of the course


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Overview

Course examines the HRM challenges in the knowledge-intensive service sector

1. Introduction: characteristics of the service sector and

identifying the knowledge-intensive section of thissector (1 week)

2. Develop theoretical frameworks and perspectives foranalysing the HR challenges (2 weeks)

3. Investigation of HR challenges in four types of

organisations in this sector: call centres, managementconsulting, law and creative (8 weeks)

Summary and review (second half of final week)


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Course design

HRM

challenges

theory

Call

centres

Theory

Management

consultancies

Theory

Law

Firms:

theory

and case

Creative

Firms:

Theory and

case

Managing

knowledge

workers

Call

centres

Case

Management

consultancies

Case

Law

Firms:

theory

and case

Creative

Firms:

Theory and

case

Charact

eristicsofthese

rvicesector

Summaryandrev

ision


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Literature focus for the course

HRM & knowledge-intensive services

Services sector Professional

Services
http://images.google.co.uk/imgres?imgurl=http://images.pearsoned-ema.com/jpeg/large/0273687131.jpg&imgrefurl=http://www.pearsoned.co.uk/Bookshop/detail.asp%3Fitem%3D100000000056122&h=648&w=474&sz=69&hl=en&start=7&tbnid=RtZX6MW174E4CM:&tbnh=137&tbnw=100&prev=/images%3Fq%3Dhuman%2Bresource%2Bmanagement%26svnum%3D10%26hl%3Den%26lr%3D%26sa%3DGhttp://images.google.co.uk/imgres?imgurl=http://www.infosentry.com/Law_Firms_files/image002.jpg&imgrefurl=http://www.infosentry.com/Law_Firms.htm&h=233&w=308&sz=13&hl=en&start=7&tbnid=4w-VLBUaUnIySM:&tbnh=89&tbnw=117&prev=/images%3Fq%3Dlaw%2Bfirms%26svnum%3D10%26hl%3Den%26lr%3D%26sa%3DGhttp://images.google.co.uk/imgres?imgurl=http://images.amazon.com/images/P/0333971124.01._AA240_SCLZZZZZZZ_.jpg&imgrefurl=http://www.amazon.com/gp/product/customer-reviews/0333971124&h=240&w=240&sz=11&hl=en&start=13&tbnid=An-ex_PGasUGuM:&tbnh=110&tbnw=110&prev=/images%3Fq%3Dmanagement%2Bconsultancy%26svnum%3D10%26hl%3Den%26lr%3D%26sa%3DGhttp://images.google.co.uk/imgres?imgurl=http://www.stgiles.hcareers.co.uk/public/profile/stgiles/image.gif&imgrefurl=http://www.stgiles.hcareers.co.uk/&h=200&w=250&sz=84&hl=en&start=41&tbnid=kHqtRZxnfwfdXM:&tbnh=89&tbnw=111&prev=/images%3Fq%3Dhotel%2Bindustry%26start%3D40%26ndsp%3D20%26svnum%3D10%26hl%3Den%26lr%3D%26sa%3DNhttp://www.dol.gov/esa/whd/AS/images/figure14.gifhttp://images.google.co.uk/imgres?imgurl=http://www.sheraton-skyline.hcareers.co.uk/public/profile/sheraton-skyline/logo.gif&imgrefurl=http://www.sheraton-skyline.hcareers.co.uk/&h=186&w=230&sz=12&hl=en&start=72&tbnid=H2acO68CCdYmiM:&tbnh=87&tbnw=108&prev=/images%3Fq%3Dhotel%2Bindustry%26start%3D60%26ndsp%3D20%26svnum%3D10%26hl%3Den%26lr%3D%26sa%3DN


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Week 1: Introduction to the service

sector: objectives

Outline the importance of the service sector in

modern economies

Identify the key characteristics of service work

and the areas of the sector for detailed study:knowledge intensive work

Outline the research in the area

Introduce the HRM challenges posed byknowledge based service sector working


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Converting Human Capital into

Intellectual Capital

Human Capital

Employee

KnowledgeSkills

Experience

Conversion

Process

Intellectual Capital

Human Capital

Role of HR

practices in this

conversion process

Productsand

services

which have

market value


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Implications for HRM

Intangible

Knowledgebased

Customised

Professional

Measurement

Standardisation

Performance

management/reward

Training andDevelopment

Recruit and retain

Staff

allocation

Renewal

Organisational

commitment

Nature of Work Managerial problem HRM issue

(Drawn from Suddaby and Greenwood (2006) Maister (2003) and Batt (2006))


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Week 2: HR practices in knowledge

intensive firms: objectives To understand the distinctive characteristics of

knowledge intensive service firms

To identify the key resources (forms of capital)that knowledge intensive firms draw on for their

success To identify the challenges for managing people

and managing knowledge faced by knowledgeintensive firms

To explore the ways in which HR strategy,structure, delivery and practices can be used tocreate valuable products and services


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Pressures on knowledge intensive firms

Product market -Customers and clients

Financial success

short and long term

Employment market

needs of employees

KIF

(Maister, 2003)


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IntellectualCapital

Human

capital

Social

capital

Structural

capital

Network

Capital

Client

Capital

Organizational

Capital

Forms of Capital

Knowledge skills

and experience of

staff

Knowledge

embedded in

values, culture

and

relationships

Ways ofstructuring

work

Procedures, policies

and processes

Knowledge of

and

relationships

with clients

Knowledge ofand

relationships

with network

members


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Human

capital

Social

capital

Structural

capital

Network

Capital

Client

Capital

Organizational

Capital

IntellectualCapital

Resourcing

Pay and Reward

Delivery

The HR

Wheel

Kinnie et al 2006


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Week 3: Managing knowledge

workers: objectives Define a knowledge worker

Identify the characteristics of knowledge workers andunderstand the human resource managementchallenges presented by them

Explain how knowledge workers are managed Identify and discuss the dilemmas associate with the

management of knowledge workers

Understand how social identity can resolve some of the

tensions involved in the management of knowledgeworkers


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Managerial challenges

How can organisations retain and develop theirprofessionals?

Presents three dilemmas that sit between theemployee and the organisation

Retention Employability

Organisation specific Transferable

Value capture Ownership of value

MultipleIdentityperspective


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Multiple sources of identity

Organisation

Client

Professional

Team

EE


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Weeks 4 and 5: Call Centres:

objectives Define call centres and understand the reasons for their

growth

Identify the key characteristics of the nature andmanagement of call centres

Analyse their forms of human capital and consider theimplications for HR especially recruitment, selection andretention

Examine recent changes in call centres especially themoves towards outsourcing and off-shoring

Apply the 4 ID model to gain insights into the nature ofwork in call centres with reference to the NorwichUnion case

(Refs: Deery and Kinnie, 2004; Korczynski, 2002, Frenkel et al, 1999, Homan, 2004)


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Weeks 6 and 7: Management

Consulting: objectives To understand the characteristics of the management

consulting industry History

Types of organisations

Types of consultancy activities

Typology of human capital According to the client interface process

Career structures within management consultancy

The role of consultants as knowledge brokers

Typology of client capital The consulting firm client relationships

The HRM practice focus: Recruiting human capital

Managing across boundaries

Humancapital

Socialcapital

Structuralcapital

NetworkCapital

ClientCapital

OrganizationalCapital


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Using external facilitators poses a challenge to many

forms of intellectual capital flows

Clients Facilitators


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Facilitator network: HC viewpoint

External pool of

facilitators

Focal

Practice

Group

Regions

Other

Practice

Groups

Clients

Clients

Clients

ClientsFacilitatorswithin

clients

External skill experts

External skill expertsExternal skill experts

HC

boundary

W k 8 d 9 L Fi


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Weeks 8 and 9: Law Firms:

objectives

Understand the basic characteristics of thesector

Identify the traditional model of organisingand management of HR

Consider some of the key changes in thesector and the responses of law firms

Identify the challenges this presents for HRMand for knowledge management

Focus on the key issue of remuneration andreward, especially variable reward

Analyse a practical case drawing on ourknowledge of theory


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Traditional HR practices

Up or Out

Elite

recruitment

Apprenticeship

model

Partner in 6 years or leave the firm

High reward for

equity partners


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High Trust

Local law firm - medium sized and growing fast

Strong emphasis on culture and values inclusive

and mutual respect building social capitalsharing work and knowledge

Issue of how to reward their staff who contribute

to the success of the firm while reinforcing their

values

W k 10 d 11 C ti


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Weeks 10 and 11: Creative

Firms: objectives

Understand the basic characteristics of thesector and establish our focus onadvertising/marketing agencies

Identify the key forms of capital present in

these firms Identify the challenges this presents for HRM

especially the development and retention ofstaff

Draw contrasts between two practical caseson the way they manage these HRchallenges


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Building network capital

Client

Marketing

manager

Agency


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Key challenges and tensions facing

HRM in marketing agencies External Resourcing

Attraction and retention of staff valuable to the firm and to existing and potential clients

Recruiting for internal development recruiting experienced staff

Internal Resourcing Promotion and career building efficient allocation of staff

Rotation of staff - building and maintaining client and network relationships

Training and Development

Developing human capital - developing client capital Importance of coaching, feedback and development importance of serving client needs

Reward Intrinsic rewards linked to development extrinsic rewards linked to client success

Longer term rewards through promotion shorter term linked to targets

Our focus: the interaction between the need to develop employees, serve the

needs of clients and achieve financial success


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Revision

Essential to understand the basictheoretical frameworks underlying thecourse (weeks 2 and 3 especially)

Need to be able to apply these to the foursectors studied (eg how does the reactormodel apply to creative firms)

Facility to move between theory andpractice (to understand the theory inpractice and the practice in theory)


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Revision continued

Cases studied in class are important along

with other cases and your own experience

Key is to build up your understanding of

the issues at a sector level and at a

macro/cross sector level

Use the frameworks and models to guide

your analysis to help you understand the

issues/problems/cases


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Examination structure and rubric

Unseen paper in 2 hours no additional

materials

6 questions one from each sector

studied plus two others

Answer three questions


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Sample questions

What are the most important external pressureson the managers of knowledge intensive firms?How might HR strategy and practice help tomanage these pressures?

How might the concept of multiple identities helpmanagers of HR contribute to the creation oforganisational value in professional servicefirms?

With reference to the High Trust case studydiscuss the problems associated with designinga variable reward system in law firms. Howmight these problems be resolved?


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Advice

All the basics apply: plan your answer/focus onthe question/refer to relevant theory andexamples/pull it together

Thorough revision understanding not rotelearning test yourself out use the models toanalyse cases; use the cases to ask: what is thisan example of?

See links between the models and sectors Use contemporary examples if you can showsengagement with the material

Documents

HRM in SSreview