MANAGING HR COURSEWORK QUESTION Please refer to the article provided: From Personnel Managemen o HRM! Ke" Iss#es an$ C%allenges By S&le Flem'ng And Develop a six-page CRITICAL REVIEW paper b dra!ing parallels fro" #gandan sit$ation 1 S n Names Reg'sra'on N#m(er Ema'l A$$ress S'gna#re 1 )*+* Inro$#,'on This is a Committee for Public Management Research (CPMR) Discussion Paper 16 entitled From Personnel Management to HRM: Key Issues and Challenges authored by Sle !leming" Sle !leming tries to raise up the need for informed research in relation to the professionali#ation of $RM and the de%olution of $R responsibilities has been gi%en particular emphasis by the recent publication of the fifth national social partnership agreement& the Programme for Prosperity and Fairness. $is argument focus on a range of issues and challenges associated 'ith the process of de%eloping a strategic approach to $RM including( the de%ising of $R strategies during the process of business strategy formulation& The de%olution of appropriate $RM matters to line managers can free up resources in the personnel section to de%elop strategic policies& The selection and de%elopment of personnel staff 'ith appropriate e)pertise is crucial in ensuring that the personnel section is e*uipped to ta+e on its strategic role and the change process 'hich must be planned for and carefully managed" ,asically& the author outlines his findings from in-depth inter%ie's conducted 'ith a range of +ey informants at central& line department and trade union le%el he brings out a general %ie' that re%eal a limited progress has been made to date in reforming $RM in the .rish ci%il ser%ice" $e issues a series of recommendations that 'ill pro%ide an appropriate approaches to deli%ering on $RM reform& including( de%eloping an integrated approach to $RM( professionali#ing the approach to $RM( de%olution of appropriate functions to line managers( decentrali#ation of appropriate $RM issues from central departments" M- RESPONSE! /s much as the issues raised by the author are of great significance& am reluctant to o+ay his argument" This is because of a number of loopholes& 'hich +ills the credibility& and the reliability of the documented data0 F'rs! the methodology- the methods used to collect data& the population and sample si#e are handled e)clusi%ely& neglecting +ey areas such as the operational le%el of management" 1hy did he ha%e to include the Trade 2nions and lea%e out the public and operational employees3 2 .*+* S#mmar" 1 st ISSUE: The author un%eils his discussion 'ith a fundamental issue of dra'ing a distinction bet'een /ersonnel managemen an$ H#man Reso#r,e Managemen 0HRM1* $e clarifies the distinction bet'een the t'o using four features0 The lin+ 'ith corporate strategy( !ocus gi%en to the commitment of employees rather than their compliance( 4btaining of employee commitment through an integrated approach to human resource policies 4'nership i"e" line managers as a means of fostering integration" RESPOSE: / closer loo+ to the t'o disciplines& the author has failed to bring out a clear distinction" $is arguments" . belie%e that 'hether personnel or $uman Resource manager& the role played in the formulation of corporate strategy is more or less the same" .n the current society& there is no 'ay an institution can be compliant 'ithout being committed" Therefore& compliance and commitment are t'o inseparable features that are both 'ithin $RM and personnel manager" ! nd ISSUE: /gain& the author tries to present Bes /ra,',e mo$els o2 HRM" . concur 'ith his reasoning that 1hile there is no best 5fit6 or generic model of $RM 'hich 'ould be entirely applicable to the public sector& +ey features of some of the most influential models" $e bases his argument on the 'Hard' and 'soft' approaches to HRM where he identifies a range of other situational factors which influence HR policy choices, including prevailing management philosophy, laws and societal values. He identifies a range of stakeholder interests including unions, government and management which he purpose, influences the HR policy choices. 3 To the Government& he points out that the significance of this sta+eholder influence is of particular rele%ance for public sector organisations& because go%ernment acts as both sta+eholder and employer" 7o%ernment may act as a +ey dri%ing force for $RM reform" To the Management, he argues that it has the aility to ring coherence, direction and form to a cluster of e!isting personnel policies, which are perceived y the organi"ation to e outdated or ill fitted to new environmental demands. To the #nions, the author points out that the nature of $RM is to ma)imi#e employee commitment to organisational goals& may be %ie'ed by unions as a threat to their traditional negotiating and representati%e roles" RESPOSE: .t6s 'orthy that the understands that there is no best or 'orst mode of managing people" $o'e%er the author does not 8ustify himself as to 'hy he focuses on only there parties" Does it mean that in the public sector there are only the 7o%ernment& Management and 2nions3 1hat about the employees3 1hat about the public3 3 r$ ISSUE! /nother aspect the author has tried to raise out is %e 'negra'4e as/e,s o2 HRM* $e raises facts fact from different scholars 'ho loo+s at the heart of $RM to comprise an integration at three le%els0 $RM policies 'ith business strategy $e!ternal fit%( integration of a set of complementary $RM policies $internal fit% and integration of $RM into the line management function" RESPOSE . ha%e no disagreement at all 'ith the calls 9an integrati%e aspect of $RM: 1hat 'ill you consider 'hile integrating policies 'ith e)ternal fit3 1hat proper policies can 'or+ 'ith the complementary $RM policies3 1hat line management functions 'ill form the integral part3 /ll these are issues that the author did not clarify" 4 5 % ISSUE! /nother +ey aspect that the author has raised is the Pro2ess'onal'6'ng %e HR 2#n,'on* . totally agree 'ith the issues he brings out pertaining the achie%ement of the three integrati%e aspects of $RM" $e pictures out the centre-line structure such as that 'hich e)ists in the .rish ci%il ser%ice& the le%el of allocation of responsibility for $RM 'ill also influence the role of the personnel section and its ability to de%elop integrated $RM policies" $is argument is that the de%elopment of a re'ards-based performance management system may be limited if pay policies are determined at central le%el" $e bases his arguments on /rmstrong (1;;<) to outline a competency profile 'hich might be used to select& appraise and de%elop personnel specialists0 strategic capability& business a'areness& professional de%elopment and understanding& internal consultancy s+ills& organisational effecti%eness& *uality and ser%ice deli%ery" RESPOSE . strongly concur 'ith 'hat the author has tried to raise out that .rrespecti%e of 'here the employee comes from& it is important that a systematic approach be adopted to select& train and de%elop staff for positions 'ithin the personnel area" $o'e%er& it is true that Training alone 'ill not ensure the professionali#ation of the $R section" =stablished routine procedures may be the 'ay to go" 7 % ISSUE! The final aspect that the author tries to portray it6s the Im/lemena'on o2 HRM 'n %e /#(l', se,or* $e suggests that it is necessary to consider the rele%ance of the foregoing themes to the public sector& since it is fre*uently argued that there are uni*ue dilemmas& 'hich characteri#e management in the public domain" $e defends his /rgument by outlining three responses to this *uestion0 Strategic management may be percei%ed to be of secondary importance to the public ser%ice manager( Management practices& including $RM& may be percei%ed to be generic and e*ually applicable to the public sector" !inally& they describe a ne' public management (>PM) model& 'hich differs from both public administration and pri%ate management" 5 Sle !leming 'inds up his article by loo+ing at the Current profile of $RM in the .rish ci%il ser%ice" $e loo+s at the =)isting structure 'ith ho' Recruitment is conducted by the Ci%il Ser%ice Commission (CSC) on behalf of departments and offices& 'hile internal promotion is carried out by indi%idual line departments" $e also loo+s at the Pay and grading structure 'here The Department of !inance e)ercises the responsibility for the management and de%elopment of pay policies for the ci%il ser%ice and the 'ider public ser%ice" $e points out that Pay policies are negotiated through the Conciliation and /rbitration Scheme& 'hich comprises public sector unions and Department of !inance representati%es" &raining and development comes up also as a +ey element of The Ci%il Ser%ice Centre for Management and 4rganisational De%elopment (CM4D) 'hich is seen as a part of the Department of !inance plays a central role in relation to the pro%ision of training and de%elopment for the ci%il ser%ice" CM4D comprises a number of units including 4rgani#ation De%elopment Ser%ices& a number of .T units& and $uman Resource De%elopment Ser%ices ($RDS)" 3*+* Con,l#s'on an$ D's,#ss'on The author presents an e)tensi%e re%ie' of literature highlighting a range of challenges in%ol%ed in the process of de%eloping a strategic approach to $RM" Regardless of 'hether an organi#ation 'ishes to emphasi#e a hard (control focused) or soft (commitment focused) approach to $RM& typically 'hat it 'ishes to achie%e is the integration of $RM policies 'ith business strategy& internally and at line management le%el" $e points out that it is 'orth noting that ?ey sta+eholders influence& and in some situations can undermine& the process of integration at these le%els" /ccordingly& there is a need to plan for and carefully manage the change process" The need for change& the process in%ol%ed and the benefits of such change& need to be clearly communicated and +ey sta+eholders such as unions and line managers should be in%ol%ed" Partnership can be a %aluable mechanism in in%ol%ing sta+eholders& but to be successful& it re*uires a significant change in mindset among the %arious groups in%ol%ed" 6