Human Resource Management

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ISBN: 9780273628231 | 0273628232
Cover: Paperback
Copyright: 3/1/1998

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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.

List of Figures

xiii

List of Tables

xiv

Preface

Acknowledgements

xix

Part One CHANGING ORGANISATIONAL FORMS, PROCESSES AND CONTRACTS

Introduction: is HRM in crisis?

(20)

Paul Sparrow

Mick Marchington

Crisis, what crisis?

(1)

Central themes in HRM at the millennium

(1)

The context: unpleasant truths and new realities

(5)

Evolving concerns

(3)

Changing organisational forms and new psychological contracts

(4)

Partnership

(1)

Pursuing multiple flexibilities

(3)

The contribution of HRM at the Millennium

(3)

Crisis and opportunity in HRM: the challenge for the personnel function

(14)

Derek Torrington

A crisis of confidence: disparaging academics and paranoid practitioners

(3)

A crisis of identity: personnel management and human resource management - what is the difference?

(2)

A crisis of direction: strategy or operations?

(1)

The reality of strategic involvement

(3)

So, does board representation matter?

(2)

Implementing strategy: less vision and more crafts

(1)

Finding effective operational roles

(1)

Conclusion: re-establishing confidence, identity and direction

(2)

Beyond HRM: commitment and the contract culture

(15)

David Guest

Beyond HRM: commitment and the contract culture

(1)

The case for HRM as the current orthodoxy

(2)

The case against HRM as the current orthodoxy

(3)

Beyond HRM: the search for a new orthodoxy

(7)

Conclusion

(2)

Is HRM dead? What will happen to HRM when traditional methods are gone?

(20)

Patrick C. Flood

Introduction

(2)

Is HRM dead?

(1)

HRM and the creation of competitive capabilities

(4)

Managing without traditional methods: countervailing pressures on the HRM function

(8)

Restructuring the HR department: behavioural role requirements

(3)

Conclusion

(2)

Re-engineering's fragile promise: HRM prospects for delivery?

(18)

Mike Oram

Introduction

(1)

Example re-engineering projects

(1)

Risk management

(1)

Missing ingredients and barriers

(14)

The down side of re-engineering: conclusions for effective delivery

(1)

Conclusion

(1)

Building a new proposition for staff at Nat West UK

(16)

Stephen E. Bendall

Christopher R. Bottomley

Patricia M. Cleverly

Introduction

(1)

Where were we?

(5)

How did we begin to manage this?

(2)

How did the `Proposition for Staff' begin?

(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

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Human Resource Management

Summary

Table of Contents

Supplemental Materials