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98 Cards in this Set
- Front
- Back
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Recruitment
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attract appropriate sized pool good quality candidates from which to select
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BP R&S Model
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1. job analysis 2. comp model 3. person spec 4. recruit method 5. select method 6. evaluate
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BP? Rational Model not followed...
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....time and money, ime over accuracy, new job, attitude and potential over job e.g graduates
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"Identification" Edwards 2009
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values of person fit values of company
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pyschological contract Herriot and Pemberton 1995
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perceptions of both parties to employment relationship
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RJP's Phillips 1999
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realistic job previews, lower expectations and attrition
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reliability
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extent to which free unsystematic error, ability to produce consistent results over time and ppl
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validity
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extent to which measuring what intending to measure (face value assessing qualities in Q)
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82% emp'ers use corp websites attract applicants and ad vacancies
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Czemy 2004
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Reliability presented in terms of correlation coefficient
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(r)
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HERMELIN & ROBERTSON 2001 validity in selection methods meta analysis
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high = structured interviews. medium = biographical data. low = personality scales
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Kochan and Barocci's model R&S need diff methods in org life cycle
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start up, growth, maturity, decline
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"Soft contracting implies an elaborate internal labour market, managed by a sophisticated HR function with strong relationship"
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Storey and Sisson 1993
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"No selection techniques despite how well designed is capable to produce perfect decisions predicting with certainty who is good performer for particular role"
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Machington & Wilkinson 1996 (human behaviour will never get coefficient 1)
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Anderson and Shackleton 1993 predicitive accuracy selection methods
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graphology 0.00, references 0.13, structured interview 0.62, assessment centres 0.68
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proclaimed value HRM Hueslid and Becker 2000
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"Sngle standard deviation increase in HR system rsult in an increase of 10-20% of company stock market value"
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universalistic assumptions
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implementing strategic HR practices will always lead to higher org performance
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contingency assumption
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extent HR will affect performance based on a dependant 3rd variable, e.g strategy/environment
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strategic shift
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compliance (standardisation to commitment) high involvement and autonomy
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bounded rationality
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no authority/intuition/gut feeling
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whittington 1993;2001
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classic approach, evolutionary, processual systemic
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normative SHOULD empirical evidence what successful companies doing
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descriptive=way decisions actually made-emergent
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boxall and purcell 2008 descriptive model
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management choices in hr strat dependant on economic/socio-political factors
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bundles
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integrated and complimentary HR practices share same goal and mutually reinforce each other
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BP/universalistic
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regardless will perform better (4 pillars; training and development, contingent pay and rewards, performance management)
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equifinality
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diff practices leading to same outcome
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deadly combination/horizontal integration
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team working but having individual PRP
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Barney 1991 humans cetral CA
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develop, value, rarity, inimitability
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not single HR system per org McDonalds
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1 for workers and 1 for management board
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boxall & purcell 2008 reconciliation BF & BP
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"level of analysis" core best principles adaption to context through equifinaltiy
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henderson 1989 evolutionary
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dawkins more useful than economics, natural selection survival of fittest
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whittington 2001 evolutionary approach
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"markets too expensive to strategize and too unpredictble to outguess"
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roche 1999 cohesion
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create synergistic benefits which in turn enable strategic goals to be met
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spend less on internal promotion/development...
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....than on R&S
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1960's BP rational training model linear and thorough
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personal analysis, training needs, develop aims/obj, design/implement activities, evaluate activities
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flexible employees, attitude over training
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no one knows whats needed in 5yrs time
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in UK less than 30% of training
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lasts longer than 5 days
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Felstead et al 2003 1/3 workers....
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... say skills underutilized
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clinton et al 2006 portfolio career
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despite this in last 30 yrs org tenure altered v little
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clinton 2011 poorly performing employees
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recieve 47% more HR resources
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Taylor 1991 criticised systematic training model
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only suitable in stable environment where goals clearly set
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rana 2000 staff management
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development will become the primary weapon avaialable to managers to generate success
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kolb 1983 learning cycle
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involve new experiences, observe and reflect, integrate observations concepts/theories, use problem solving
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boxall & purcell 2008 p=f(amo)
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performance is a function of; ability, motivation and opportunity
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parker et al 2006 extra role behaviour
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self initiated and future orientated action that aims to change/improve situation or oneself
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goal setting theory
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locke and latham 1998
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bias, halo effect, armstrong and baron 1998
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managers giving best results to ppl they like
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PM emerging from PA Hartog 2004
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improving employee performance with ultimate aim influencing org success
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BP model Hartog 2004
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feedback loops and taking into account contextual factors
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williams 2002 targets
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as individuals cannot always control their results it is important to have behavioural as well as output targets
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henry and hay FTSE 100 survey
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68% rated performance management excellent
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job satisfaction locke 1976
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pleasurable emotional state resulting from appraisals of ones job experience
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warr 1994 conceptualisation well being
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anxiety enthusiasm depression contentment
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pauuwe 2009 ethical well being
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have healthy workforce for sake of healthy workforce
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"illusory correlation" between happy and productive workers
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iaffaldano muchinsky 1985
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peccei 2004 3 perspectives
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optimistic, pessimistic, sceptical
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wall et al 1990, fixing own machine
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fixing own machine more efficient to be trained to do it than wait for manufacurer
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HRM smokescreen
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ideological obscuring true regimes keenoy 1997
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guest 2002 positive relationship
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enrichment and satisfaction correlation not causation
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greenhaus et al 2003 WLB
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extent to which an individual is equally engaged in and satisfied with work role and family role
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reilly 1998 in last 10 yrs...
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...25% growth in temp contracts
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labour force survey 1996
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only 12% part time workers couldnnt find full time work
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negotiated flexibility Herriot and Pemberton 1997
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negotiating individual and org wants in stages then monitor to ensure fair and kept then renegotiate and exit
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1920's chicago hawthorne plant western electric
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changing lighting perform change due to recieving attention
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HIM
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high involvement management, involvement and participation key element
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TU's employee participation
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industrial democracy
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dundon and wilkinson 2009
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mechnisms enabling and at times empowering empees directly and indirectly to contribute to decision making in firm
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marchington and wilkinson 2005 escalator of participation
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imfo-comm-consultation-codetermination-control
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degree, level, scope, form
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on escalator, work group/dept, topics open discussion, indirect/direct
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decline in TU's 43% in 1965
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29% in 2003
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negative- direct exploitative Sewell and Wilkinson 1992
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give responsibility then make them accountable and place blame
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mutual gains model geary 2003
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more intensified work more satisfying "exchange process"
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Jackson 1983 Participation decision making...
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.... reduces stress
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70's bullock committee report
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formal institution for industrial relations
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21st century ushered in period of...
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....legal re regulation
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kersley et al 2006 WERS 2004 Participation Practices
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face to face + 6%
reg newsletters +5% joint consultative committees -14% from 28% FROM 1998 TO 2004 |
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elements new regulatory dialetic beginning to emerge with own dynamics
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ackers et al 2005
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marchington 2001 sophisticated forms communication
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intranet and senior management decision forums
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delbridge et al 1992 enrichment
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empees work harder rather than smarter
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black box
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mechanism explaining theoretically why relationship exists
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guest and clinton 2005 findings
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higher human capital/training more confident
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clinton and guest 2007
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7 countries 126 companie in ALL directors think present in org more than empees and high level of agreement amongst empees what data present makes more reliable
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combs et al 2006 92 studies meta analysis
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ave correlation 0.20 small pos sig
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wall and wood 2006
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need big science, large audit high response rate longitundinal... until then romantic notion
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huselid 1995 1 SD increase
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raises sales ave $27044 per empee
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pyschological contract
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assumes mental schema over time mutuality and obligation
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russell 2001 comm overload
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54% managers suffer from info overload
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legge 1999 rhetoric
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hot air talk meaningless no insight
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keenoy 1999 hologram
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socially constructed label can mean whatever want it to mean
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TU critique Guest 1989
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"org persuing HRM almost always prefer a non union path, emphasisng individual rather than collective arrangements"
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keenoy 1999 hologram shift...
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.... " each shift in stance reveals another facet, darjer depth, diff contour"
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guest 1999 critical writers...
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... use empirical data to suit own agendas
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as black box not unlocked
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cant rule out unequivocal alternative causal models that explain empirical practices and org outcomes
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BF choosing policy ftting culture and history.. more contingent
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more complicated sitting uneasy with large scale questionairres
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guest and conway 1997 pyscho contract
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key intervening variable explaining link between practices and outcomes
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purcell 1999 redrawing boundaries....
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.... of firm thinking about how HRM can be comp disadvan/advantage
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3 problems considering relationship HRM and Outcome
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conceptualising HRM, performance and relationship between the teo
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becker and gerhart 1996 5 studies
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27 practices not one common to all 5
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