Professional Documents
Culture Documents
uk)
Timetable
1) 16th Sept 2012 Introduction: HRM in contemporary organisations and their principal environments. The managerial Resources. HRM strategy. Market and competitive organisational environments facing leaders and HRM. Globalisation and the world economys impact on HRM. Government policy and HRM. Regulation, legal issues, and HRM. Demographic and social trends affecting HRM. Technology and HRM. Ethics, social sustainability and HRM. Overview.
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2) 23rd Sept 3) 30th Sept 4) 7th Oct 5) 14th Oct 6) 21st Oct 7) 28th Oct 8) 4th Nov
context
of
Human
responsibility,
Course Tips
1) Do the reading get familiar with online journal articles 2) Any questions/help ask me sooner rather than later! 3) Peer interaction welcome inside and outside class, but be constructive and civil 4) Engage with material on your own terms rather than trying to memorise everything 5) This specific course is to give you a taste of many aspects of business and HR breadth more than depth 6) My perspective is that a broad social sciences approach is key to taking HR forward 7) The future of the HR profession is you be independent, be radical, be proactive! (within reason) 8) Be reflective, critical, and balanced for almost every argument, there is a counter-argument evidence is contested
The Environment
Two levels: general and task; reciprocal influences Nations, history, science/technology, legal, economic etc. Customers, suppliers, competitors, local labour, specific tech etc. Open system: input, output, and regulatory environments The holy interlinked trinity: environment; structure; strategy HR strategy and practice nested in wider org strategy
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Environmental Analysis
PEST, PESTLE, STEEPLE (general environment) Short-term reactive vs. long-term proactive Placid/static vs. turbulent Catalysts for organisational change Contingency planning, scenario building Stage models of environmental analysis SWOT or TOWS contingency model Best practice? Prioritise, sample wide opinions, be specific, map carefully, be decisive
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International HRM
Harvard soft model versus Michigan hard model Convergence towards US model due to market forces? Yet clearly divergence in contexts also Rhineland European model: collective, political, secure social partnership, pluralistic integration Belgium, France, Spain: tight, thorough labour market legislation Supply chains and MNCs expand into other countries for variety of reasons: labour costs, natural resources, better taxation, economic centroids Reverse diffusion: learning new HRM from new subsidiary countries
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Transnational Firms
*Greenwood et al. (2010). Complexity, customization a multiplex design New levels of governance (e.g. global headquarters) Essentially balancing coordination/differentiation Knowledge on multiple axes Nascent, overlapping communities Client management systems/teams provide another axis Partner level is key global threshold (Surprising?) culture of loyalty and reciprocity
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Internal context
Organisation studies What is an organisation for? From mangerial orthodoxy through to radical postmodernism Taylorism, (post-)Fordism, Human Relations, human factors, positive psychology Managing culture and excellence Post-bureaucracy Casino capitalism CLIPS: culture, layout, innovation, power/control, social The formal/informal iceberg
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Organisational Structure
Bureaucracy: line and staff. Iron cage or safety net? Divisionalisation: GM from 1920s, MNCs, internal markets Matrix: US aerospace from 1960s Network: boundary spanning, communities of practice (e.g. CIPD), T-shaped role of managers Virtual: mobile, boundaryless, outsourced, flexible Other hybrids? (e.g. Ambidextrous) Morgans metaphors/images of organisation Multiple teams and multiple roles Integration, cross-functional, self-managing Beware zeitgeist, fads, clich!
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Strategic Alliances
Increasingly common, but many may be failures Can be between competing or non-competing firms Partnerships, supply chains, and outsourcing Outsourcing: IT and many aspects of HR Partial outsourcing: shared-service centres Tricky combination of flexibility, innovation, integration
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Stakeholders
Legal, financial, moral, or mix Parties who may wish to influence mission, objectives, and strategies Stakeholder mapping; power x interest. Power, legitimacy, urgency. Mitchell: latent expectant definitive Having a stakeholder board Principles of public life; public service assumptions Positive-sum games? E.g. Gain-sharing
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Conclusions
Context: environment, strategy, and structure Levels of analysis: from global down to individual Tools help to focus, but risk of over-simplifying Strategy can follow structure: reciprocal links Beware clich, play the skeptic Contingency, contradiction no one best way HRM and performance; context the moving target Alignment/convergence vs. pluralism/divergence Rest of this course maps specific domains of context
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Assignment
Choose and outline: A country (or set of countries) A sector/industry 3-5 contextual issues (see weeks of the course) Implications for and responses from HR
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References/Reading
Kew & Stredwick (2010) HRM in a business context (Chap.1) Farnham (2010) HRM in context (Chapters 1-2). Morgan (1997). Images of Organisation [Library copies] Johns, G (2001). In praise of context. Journal of Organizational Behavior, 22, pp.31-42. Johns, G. (2006). The essential impact of context on organizational behavior. Academy of Management Review, 31, pp.386-408. Halevy, N., Chou, E., & Galinsky, A. (2011). A functional model of hierarchy. Organizational Psychology Review, 1, p.32. Gladwell, M. (2002). The Tipping Point. Greenwood, R., Morris, T. et al. (2010). The organizational design of transnational professional service firms. Organizational Dynamics, 39, pp.173-183.
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