Professional Documents
Culture Documents
Introduction
Human resource management often appears as an
instrumental science, defining and analysing management practices while ignoring the power games
and conflicts of interest that those same practices may
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Michel Ferrary
Managing Director
Employee
Trade Union
Member of Board
Shareholder
Client
Supplier
Competitor
Consultant/Chartered Accountant
Merchant Banker
Lawyer
Member of professional association
Member of consumer association
Financial analyst
Journalist
National elected representative
Local elected representative
National official
European official
Actor
Salary, job security, status
Salary, job security
Representation, negotiating power, status
Indemnity, dividend, share value
Dividend, share value
Minimum price, maximum quality
Maximum price, minimum quality
Growth, profit
Growth, profit
Growth, profit
Growth, profit
Company interests
Minimum price, maximum quality
Reliability of information, status, salary
Event, reliability of information, status, salary
Reelection, taxes, national employment
Reelection, taxes, local employment
Respect of laws and administrative rules
Respect of laws of competition
Interests
TABLE I
Means of action
Authority, information, delegation
Passive resistance, strike, competition
Representation, rules, strike
Vote, legal competence
Vote, transfer of shares
Competition
Competition
Strategy
Demand, network
Demand, network
Demand, network
Lobbying
Lobbying, media publicity
Grading
Publication
Use of force, law making, subsidies
Subsidies
Law courts, fines, use of force
Law courts, fines
System of stakeholders
Justifying principle
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(a)
A politico
economic system
centred on the
director
Mason R. &
Mitroff I. (1981),
Challenging
Strategic Planning
Assumptions, John
Wiley, 324 p.
Employee
European
Board
Trade
National
Shareholder
Local politicians
Client
Directors
National
Supplier
Competitor
Journalist
Financial
Consumer
Association
Professional
Association
members
Consultant
Banker
Lawyer
(b)
Trade
Employee
National officials
Shareholders
A director
enmeshed within
a politicoeconomic system
European
officials
Board
National
Politicians
Client
Suppliers
Local
Professiona
association
members
Consultant
Director
Journalist
Financial
Analyst
Competitor
Lawyer
Consumer
Banker
Figure 1. (a) A politico economic system centred on the director. Source: Manson and Mitroff (1981). (b) A director
enmeshed within a politico-economic system.
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Conclusion
Stakeholder theory offers a framework of analysis that
is relevant to HRM in general, and in particular to
industrial restructuring where management success in
implementing a redundancy plan is more a question
of adept political handling of stakeholders than of the
instrumental process involved in carrying out a
decision procedure. The complexity that has to be
grasped is more political than instrumental. It has
more to do with comprehending the nature and
strategy of the stakeholders, alliances and means of
action than with the formal procedures of restructuring: complying with the obligations of the labour
laws, for example, justifying and defining the
redundancy plan, making a provisional forecast of the
re-employment plan, redundancy plan, etc.
However, the theory has to be adapted and
refined if it is to become a pertinent framework for
HRM practices. Stakeholders have multiple identities that result in their getting involved with the
Notes
1
References
Abbott, A.: 2003, Ecologies liees: A propos du syste`me
des professions, pp. 2950, dans Menger P.-M., Les
professions et leurs sociologies, 272 pp.
Assemblee Nationale: 2003, Rapport no. 906 sur les causes
economiques et financie`res de la disparition dAir Lib, 87 pp.
Boltanski, L. and L. Thevenot: 1991, De la justification.
Les economies de la grandeur, Gallimard, 483 pp.
Brabet, J.: 1993, Repenser la GRH?, Economica, 367 pp.
Breiger, R.: 1974, The Duality of Persons and Groups,
Social Forces 53, 181189. doi:10.2307/2576011.
Carroll, A.: 1979, A Three-Dimensional Conceptual
Model of Corporate Performance, Academy of Management Review 4, 497505. doi:10.2307/257850.
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