Human Resource Management

by Sparrow, Paul; Marchington, Mick

• ISBN13: 9780273628231
• ISBN10: 0273628232
• Format: Paperback
• Copyright: 1998-03-01
• Publisher: Ft Pr

Summary

The central focus of this book is the changing nature, context and role of Human Resource Management. The first part of the book considers the changing nature of the employment relationship and psychological contracts in the light of an ongoing process of technological change, downsizing and structural change within organisations. Part two examines the essential theme of flexibility while Part Three is concerned with partnership. The concluding chapter, written by the editors, gives an overview of the conclusions from the three parts and asks whether HRM is in crisis or evolving.

Table of Contents

List of Figures	xiii
List of Tables	xiv
Preface	xv
Acknowledgements	xix
Part One CHANGING ORGANISATIONAL FORMS, PROCESSES AND CONTRACTS
Introduction: is HRM in crisis?	3	(20)
Paul Sparrow
Mick Marchington
Crisis, what crisis?	3	(1)
Central themes in HRM at the millennium	4	(1)
The context: unpleasant truths and new realities	5	(5)
Evolving concerns	10	(3)
Changing organisational forms and new psychological contracts	13	(4)
Partnership	17	(1)
Pursuing multiple flexibilities	17	(3)
The contribution of HRM at the Millennium	20	(3)
Crisis and opportunity in HRM: the challenge for the personnel function	23	(14)
Derek Torrington
A crisis of confidence: disparaging academics and paranoid practitioners	23	(3)
A crisis of identity: personnel management and human resource management - what is the difference?	26	(2)
A crisis of direction: strategy or operations?	28	(1)
The reality of strategic involvement	29	(3)
So, does board representation matter?	32	(2)
Implementing strategy: less vision and more crafts	34	(1)
Finding effective operational roles	35	(1)
Conclusion: re-establishing confidence, identity and direction	35	(2)
Beyond HRM: commitment and the contract culture	37	(15)
David Guest
Beyond HRM: commitment and the contract culture	37	(1)
The case for HRM as the current orthodoxy	38	(2)
The case against HRM as the current orthodoxy	40	(3)
Beyond HRM: the search for a new orthodoxy	43	(7)
Conclusion	50	(2)
Is HRM dead? What will happen to HRM when traditional methods are gone?	52	(20)
Patrick C. Flood
Introduction	52	(2)
Is HRM dead?	54	(1)
HRM and the creation of competitive capabilities	55	(4)
Managing without traditional methods: countervailing pressures on the HRM function	59	(8)
Restructuring the HR department: behavioural role requirements	67	(3)
Conclusion	70	(2)
Re-engineering's fragile promise: HRM prospects for delivery?	72	(18)
Mike Oram
Introduction	72	(1)
Example re-engineering projects	73	(1)
Risk management	74	(1)
Missing ingredients and barriers	74	(14)
The down side of re-engineering: conclusions for effective delivery	88	(1)
Conclusion	89	(1)
Building a new proposition for staff at Nat West UK	90	(16)
Stephen E. Bendall
Christopher R. Bottomley
Patricia M. Cleverly
Introduction	90	(1)
Where were we?	91	(5)
How did we begin to manage this?	96	(2)
How did the `Proposition for Staff' begin?	98	(3)
What have we learnt?	101	(3)
Conclusions: looking ahead	104	(2)
The role of the HRM function in building a new proposition for staff	106	(11)
Peter Herriot
Introduction	106	(1)
Understanding, not rhetoric	106	(3)
Business planning and business practice	109	(1)
Adaptation to devolution	110	(2)
Evaluation and Planning	112	(1)
Organisational transitions	113	(1)
Individual transitions	114	(3)
New organisational forms, processes, jobs and psychological contracts: resolving the HRM issues	117	(28)
Paul Sparrow
Business process re-engineering	118	(3)
Changes in the content, form and co-ordination of jobs	121	(7)
Insights into the shifting psychological contract	128	(4)
Implications of change in the psychological contract	132	(3)
The evidence so far	135	(2)
The future of dealing?	137	(2)
Are contracts manageable?	139	(2)
Conclusion	141	(4)
Part Two DEVELOPING PARTNERSHIP AND EMPLOYEE VOICE
Towards a new model of industrial partnership: beyond the `HRM versus industrial relations' argument	145	(15)
Willy Coupar
Bryan Stevens
Introduction	145	(1)
History	145	(2)
Employment security and flexibility	147	(2)
Security in exchange for flexibility	149	(2)
Information, consultation and employee voice	151	(2)
Representative consultation	153	(2)
Representation	155	(2)
Conclusion	157	(3)
Dwr Cymru/Welsh Water: a case study in partnership	160	(11)
Colin Thomas
Brian Wallis
Introduction	160	(1)
The history and traditions of industrial relations in Welsh Water	160	(2)
The development of partnership	162	(3)
The benefits of partnership	165	(1)
Implications of partnership	166	(3)
The future	169	(1)
Conclusion	170	(1)
Trade unions, enterprise and the future	171	(9)
John Monks
Introduction	171	(1)
The need for change in corporate governance	171	(3)
The stakeholding company	174	(2)
The partnership approach in practice	176	(3)
Conclusion	179	(1)
Problematising partnership: the prospects for a co-operative bargaining agenda	180	(13)
Tim Claydon
Introduction	180	(1)
Partnership - future prospects in the light of recent experience	181	(3)
Partnership and the question of union power	184	(2)
Strategies for union power: `militancy', `incorporation' and `partnership'	186	(5)
Conclusion	191	(2)
Bridging the gap? Employee voice, representation and HRM	193	(15)
Ian Beardwell
Introduction	193	(1)
Employee voice and representation: public policy prescriptions 1968-79	194	(1)
Four approaches to recognition	195	(4)
Bridging the gap? Public policy representation and voice	199	(4)
The HRM route to employee voice: from `mutuality' to `unity'	203	(2)
Conclusion: gaps, black holes, accomplices and victims	205	(3)
Partnership in context: towards a European model?	208	(21)
Mick Marchington
Introduction	208	(2)
Partnership: management views	210	(2)
Partnership: shop steward views	212	(3)
European works councils: partnership in progress?	215	(5)
Partnership in perspective	220	(2)
Conclusion	222	(7)
Part Three THE PURSUIT OF MULTIPLE AND PARALLEL FLEXIBILITIES
Employment flexibility: threat or promise?	229	(16)
Mike Emmott
Sue Hutchinson
Introduction	229	(1)
What is employment flexibility?	230	(2)
Trends in working time flexibility	232	(5)
Why employers adopt flecible working practices	237	(1)
Employee attitudes to flexible working	238	(2)
Managing the flexible workforce	240	(3)
Conclusions	243	(2)
Flexible working in Europe: extent, growth and the challenge for HRM	245	(14)
Chris Brewster
Introduction	245	(1)
Theories of labour flexibility	246	(1)
The evidence: the extent and growth of flexibility in Europe	247	(6)
The implications	253	(6)
The French experience of flexibility: lessons for British HRM	259	(13)
Alan Jenkins
Introduction	259	(1)
Functional flexibility: the example of `lean production' in industry	260	(4)
Flexibilities in working time and contracts	264	(2)
Working time and redundancy avoidance methods	266	(1)
A strategic HR response or not?	267	(2)
Flexibility and employment insecurity	269	(1)
The limits to flexibility: learning from France?	270	(2)
HRM and commitment: a case study of teamworking	272	(14)
Paul Edwards
Martyn Wright
Teamwork and commitment	272	(1)
Limits to the development of flexibility through teamworking	273	(1)
Case study site and the structure of teamwork	274	(1)
Introduction of teamwork	275	(2)
Responses to teamwork	277	(5)
Performance monitoring	282	(1)
Teamwork and trade unions	283	(1)
Discussion and conclusion	283	(3)
Flexibility: the gift-wrapping of employment degradation?	286	(10)
Karen Legge
Introduction	286	(1)
Life in the 1990s	287	(1)
Costs and benefits	288	(3)
What's in a word?	291	(2)
Two cheers for bureaucracy?	293	(1)
Conclusion	294	(2)
Re-engaging the HRM function: rebuilding work, trust and voice	296	(19)
Paul Sparrow
Mick Marchington
No crisis, just decisive times?	296	(3)
Requisite fields of knowledge	299	(2)
Rethinking the basis HRM role and contribution	301	(1)
Trust in transition	302	(4)
Coping with institutional behaviour	306	(1)
Breaking the chain: developing meta-standards for HRM	307	(2)
Unravelling the HRM contribution	309	(4)
Conclusion	313	(2)
References	315	(22)
Name index	337	(4)
Company name index	341	(2)
Subject index	343