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Sept2001 ChrisJarvis BS3403HumanResourceManagement Schedule LecturesCasestudydiscussionCoursework50 Examination50 On lineForum BulletinBoardStudyguideandLearningResourcescourseWWW sitesol brunel ac uk jarvis degreemodules bs3403 BOLAsol brunel ac uk jarvis bola personnel ChrisJarvis HRMTheoryandPractice MG5012ManagingHumanResources ModuleTextsEssential pre seasontraining MaundL 2001 IntrotoHRM PalgraveBeardwellI Holden 2000 HRM PitmanFurtherCornelius N 1999 HRM aManagerialPerspective InternationalThomsonLeggeK 1995 HRM rhetoricsandrealities MacMillan HRM amaturediscipline Scientific philosophicalrigourCriticalevaluationComplexsynthesisAnalyticalexplanationTechnicalapplicationContextualunderstandingDescriptiveknowledgeandcategorisation ScopeofHRM Whatbusinessactivities Whodoesthem EvolutionofHRM PersonnelfunctionHRcontentjobandemployeerelatedservicefunctionsHRcontexts STEEPLE social technological economic ethical legalandenvironmental HRAnalysisPlanning PolicyandImplementation StaffingRecruitmentPlacementRecords Learning Training andEvaluating RewardsandContracts Organisationalculture managementworkforcerelationships HRM PersonnelActivities TheorganisationemployspeopleMacroMesoMicroMetaissues KarenLegge PerspectivesonHRMRhetoric descriptivefunctional policies procedures purposes rules regulativemechanisms normative valuesandcommitments managerial libertarian egalitarian ethical criticalevaluative strengthoftheory rhetoricandexperience descriptivebehavioural practice experienceandinterpretation Approaches theoreticalstrength control philosophies tension BrainoftheFirm Personnel HRMatBoardLevel non ExecDirectors Salesand MarketingDirector FinanceDirector incl ITSystems andPayroll Operationsand Distribution Director Directorof HumanResources ManagingDirector CompanySecretary Chairman Variantsforpublicsector Functionalresponsestointernal externalconditions Managers Operators Technical Overseas Graduates Sales Recruitment GeneralPersonnel PersonnelRecords Statistics Equalopportunities Communications Catering Personnel ServicesManager ManagementDevel Needs Design Delivery Evaluation Operativetraining Staffappraisal Careercounselling InvestorsinPeople Technicaltraining HRDManager MedicalCentre screening welfare Loos hygiene Health safety Welfare counselling Socialclub Sitesecurity SiteServices OccupationalHealth Rewardspolicyandchange Unionbargainingandstaffrepresentation Contracts Social structural legaladaptation Managingconflict Employee Relations Manager Directorof HumanResources Employmentlaw Strategy external internal policy standards servicequality organisationalLearningandcultures aservicetomanagementnotathirdparty mediatorbetweencompany staff Discipline Central functionalHRMServicesmodel STAGE1 Recordsandadministration Regulativeaccountability CompetitiveAdvantage DevelopmentofHRM Personnel STAGE3 STAGE2 Admin ServiceManager ContractsServiceManager StrategicManager Problem solving powerandinnovation PersonneladministratorClerkofworks chores reactive littleauthority difficulttoprovesuccess costnotprofitcentreContractsmanager Architect deploysystems innovate Tyson Fell1986 Conformistinnovator contacts professionalism accepts ends adjusts means service innovationwithinprevailingnorms policiesforeffectivestaffing adminservices consultancyDeviantinnovator architect influence ends means relationships gainacceptancefordifferentsuccesscriteria strategic empowerment creativity organisationalculture Legge1978 Clerks Innovators Managerialcontrol valuesandassumptions Employingpeople unregulatedmaster servantrelationship Modern bureaucratic efficientcorporation internalregulation DevelopmentofHRM Personnel 2 Externallyregulatedbureaucratic efficientcorporation Competitive global lean highquality hightechfirm Dispersed networked flexible K basedorganisation Thedistributedorganisation Centralised corporateactivities ComparewithRetaildistributionTheshortlifeorganisationSoftwarehouse consultancyandfacilitiesmanagementEuropeanorglobalfirmTheacademicorganisationThe professional organisation solicitors accountants TheNHSLocalandcentralgovernmentTheknowledge centredorganisation Whyaseparate boltonHRM personnelservicingfunction Bureaucraticsystem maintenanceregulatedenvironmenttoservicetransactions stafffirm admin burden Routinisation consistency predictability Strategicpreparedness developmentintelligence expertise anticipatestaffingproblems Coordinate reduceriskstrategicanalysis choice implementation globalorlocal Supportdevelopment businessprosperitySticktotheknitting Outsourcing EachsectionmanagerastheirownHRmanager Managers Operators Technical Overseas Graduates Sales Recruitment GeneralPersonnel PersonnelRecords Statistics Equalopportunities Communications Catering Personnel ServicesManager ManagementDevel Needs Design Delivery Evaluation Operativetraining Staffappraisal Careercounselling InvestorsinPeople Technicaltraining HRDManager MedicalCentre screening welfare Loos hygiene Health safety Welfare counselling Socialclub Sitesecurity SiteServices OccupationalHealth Rewardspolicyandchange Unionbargainingandstaffrepresentation Contracts Social structural legaladaptation Managingconflict Employee Relations Manager Directorof HumanResources ScopeforOut sourcingHRMServices Employmentlaw Strategy external internal policy standards servicequality organisationalLearningandcultures aservicetomanagementnotathirdparty mediatorbetweencompany staff Out source Out source Discipline Thedistributed Knowledge basedorganisation HRPlanning DEMANDforecastinganalysisqualitativequantitative SUPPLYInternal externallaboursupply ServiceandInnovationbusinessandpopulationtrends Therightpeople intherightplace attherighttime attherightcostandwiththerightframeofmind Jobs contracts skills organisationalmembership Planningobjectives Short long termPIMs Internettechnologies JobsfilledCompetenciesReputationCostsFlexibilityHarmonyContribution performance Select Therightcandidateforthejob ValidityReliabilityUtilityof applicationprocessinterviews testsassessmentcentresreference securitychecks Staffing OrganizationalGoals Competence trainingandlearning 1 Needs 2 Designandimplementation 3 Evaluation businessneeds whattrainingneeds trainingobjectives learningoutcomesknow how learningcriteriaforevaluation whatmethodstrainingpolicylearningprocessesresources materialsschedulingdelivery learningsupport AssessoutcomesagainstcriteriaWhatoutcomes Whatcriteria Rewardsandequityissues Externalequity retention distributionpaysurvey benchmarkingkeyjobsoccupationalclass transfervalues Internalequity Jobevaluation Methods Individualequity acceptance motivation Direct payrises seniority performance broadbandingskill basedpaygainsharingIndirect benefitsandtrappingsofmembership PerformanceAppraisal DescribeproceduresValuesandassumptionsEvaluatetheory practiceDescribebehaviours defineexpectationsforperformance Exchange bargainingandthelaw Contracts rightsandobligationsFairnessandjustice unfairdismissalLiberty ownershipandproperty redundancyandTUPERighttoworkeligibilityDiscriminationandequalopportunityUnionrecognition membershipandactivitiesNegotiationofwage workbargainEmployeesurviellanceGlobaladaptationandframeworks Transactionsininternalandexternallabourmarketsservicestosupportstaffemploymentpersonnelrecords documentationrecruitment selectioncontractsofemploymentrewardsystemsstafftraining developmentunions collectivebargainingwelfareservicesequalopportunitiespoliciescommunications culture Descriptive Functionalperspective Purposes policies rules procedures competenciesofpersonnel HRMpractice Prescriptions guidelines VerypracticalMembership Boundarymanagement Pay offsinEmployer EmployeeRelationship Taskstructure workwithinpolicy procedure technicalconstraints Jobs workarrangementsKnowledge skill employerwantsknow how competence experience Employeewantstobeputtogooduse bedevelopedPsychological mgt co workerswantcommitted loyal motivatedstaff IndividualwantssatisfactionEfficiency rewards employerwantsperformance qualityoutput Employeewantsequity felt fairrewards opportunityEthical values commitmentsinright wrongbehaviour afterMumford1972 Normativeperspective Culture values explicit implicitassumptions hire fire caring toughlove profitmaximisation power TQM competitiveness Horse powercontractsvs youforyourownsake perform rewardorientation peopleareourgreatestasset if minimumcostteams participation empowerment quality creativitye g McGregorTheoryX Yunitaryvs pluralisticframeworks TUsflexible leanfirm learningorganisation HRMcredibilitygap DirtyHarry Bighat nocattle Other Linemgr staffdisappointmentwithHRMpeople Personnel sstatusvs thecontrolofHRMsystemsRagbagofincidentaltechniques Littlecohesion Personnelcul de sac Filingclerk socialworker Welfare fire fighterimages I mStevefromPersonnel Icanhelp Distant outoftouch reacttoeventsorpassiveDefendstatusquo existingpolicyNotrisktakers insufficientlybusinessorientedLittleinfluenceoverpower brokers Managers confused stereotypedperceptionofapersonnelservice Theyagreethat personnel existstoprovideaserviceto theline whomustdecidewhatthis shouldbebutwhen askedaboutwhatidealservicetheyneeded many wereatalosstosuggestanythingotherthanroutines Ambiguities tensionsinrhetoric deliveryofhard softHRMundermarketcapitalism Legge1978 Critical Evaluativeperspective TalkandthesocialconstructionofrealityIsHRMtheoryrobustorbuiltonweakfoundations primarydriverofstrategy greatestassets funds products brands staff HRMpeoplearecosts Down size out source languageofpower justifications mystifications HRMpolicies practicescontrol directperformancespowerimbalance NOTbetweenequalpartners externalpolitico legalinterventionemployersundercompetitionwantinvisible handnotwelfareintervention normative inclusiveviewneglectscountervailingforcesemployeesasstakeholders whatstake contract Critical EvaluativePerspective 2 Compareactualbehaviourwithnormativerhetoric Sayvs Do Actualbehaviour experienceofparties Thedramaticmetaphor actor Face roledemands choices constraints On stage backstage offstageWhatdo they actuallydo feel assume accomplishpoliticalworld pragmatism egoismvs idealism altruismstrategic operationalstaffing client serverrelationships alliances individuals groups Behaviou
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