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- Human resource management
- Human Resource Management: A Global and Critical Perspective
- Human resource management
Migrant workers often suffer from social exclusion in the workplace and therefore identify less with their organization and engage less with their work.
Human resource management
Introduction: Making critical sense of HRM in a globalised world. In Kramar, R. Basingstoke: Palgrave Macmillan. The book has been written with the aim of developing our understanding and practice of human resource management HRM in an increasingly globalized world of work.
The book uses a critical lens to develop an approach to HRM that is not only business-focused but also context-sensitive and socially responsible — we will explain our rationale for this below.
The emergence of HRM in the s was accompanied by a sustained theo- retical assault on its pretensions, highlighting the gap between the rhetoric of HRM and the reality, which was focused on impersonal economic rationalism.
The reconstruction of the employment relationship as a singularly individual market exchange did not go uncontested in management education. We consider the overemphasis of HRM on strategic performance to be prob- lematic in view of the considerable gap between the policy and practice of stra- tegic HRM.
Vaughan argues that although organizational mission statements usually hold that employees are their most important asset, organi- zational reality is characterized by impersonal economic rationalism. This is particularly true in periods of economic recession and instability. Although the economic gains for the organization are always a priority, issues related to individuals and societies remain subject to various concerns and tensions. Furthermore, a number of changes have occurred in factors influencing the way people are used in organizations, for example globalization, migration, environmental sustainability, governance, ethics, work—life balance and workforce diversity.
Bringing together eminent international scholars, this book places a premium on the critical thinking and analytical abilities that can be successfully applied to HRM. We take a different view of HRM theory and practice from that of often mechanically prescriptive orthodox texts. Our take on the theory and practice of HRM is far from US- or UK-centric: our choice of the topics as well as geogra- phies covered in the text that is, continental Europe and Asia-Pacific is an attempt to situate the critical issues facing HRM in a global context.
Each chapter in this volume addresses a core topic and reflects the current state of critical scholarly activity in the field, highlighting some enduring theo- ries and approaches, and then pushing the boundaries of HRM beyond those ideas.
Our approach differs most widely when we consider that the practice and theory of HRM involves a number of key issues, including but not limited to managing diversity, ethics, corporate social responsibility, national context, knowledge management, relationship between work and non-work, imple- menting HRM which often requires managing change , understanding the expectations and motivations of individuals and groups, and the role of external factors, for example legal and regulatory requirements, in influencing HRM.
We consider these topics to lie at the heart of real-life HRM situations, and we believe that a critical approach offers a more effective outcome. We identify and challenge assumptions, develop an awareness of the context, seek alternative ways of seeing a situation and relate these to real-world examples in contexts as diverse as Europe and the Asia—Pacific region. Each chapter follows a common structure by first identifying learning outcomes, and then moving on to a discussion of fundamental theories and key concepts related to the chapter, an integration of contextual and critical insights with the HRM literature, and one or more case studies exemplifying the applic- ation of theory to the world of HRM practice.
Each case study is designed for students who are taking a course in HRM with a significant international component. The aim is to provide a dynamic example and critical illustration of the HRM theory that readers are studying. As a learning tool, Clegg et al. They also encourage students to look for multicausality when examining workplace problems and solutions, to think across disciplines and subdisciplines, and to think logically.
We hope that students and practitioners alike will find these cases useful for testing and developing human resources theories, stimulating a critical insight into and a contextual understanding of this subject.
Structure of the book There are 16 chapters in this book, and these are divided into three parts: The Human Resource Management Arena five chapters , Human Resource Manage- ment in Practice six chapters and Human Resource Management and Contem- porary Issues five chapters.
The authors also consider certain latent tensions between globalization and HRM. It describes the influence of the macroenvironmental context on the design and implementation of HRM strate- gies, policies and practices in government sector organizations.
This chapter shows that SHRM undoubtedly presents significant advances and new insights in relation to people management, but it is not a panacea and is still plagued by both conceptual ambiguity and a dearth of empirical support.
These challenges, coupled with the difficulty of translating theory into practice, are possibly stumbling blocks in the way of a fully fledged maturation of SHRM and are fleshed out and discussed in detail in Chapter 2.
Given the demographic transformation of the population and the labour force in many countries, workforce diversity is a major issue facing managers and organizations. The authors introduce students to various forms of employment discrimination, as well as legislation in various countries to tackle discrimination.
With respect to theorizing diversity management, two key approaches are discussed: the business case approach and the social equity approach. The authors also discuss some methodological issues in conducting research on diversity and equal opportunity, and present a case study on ethnic minority women in the UK. The authors identify how and why human resources activities have an ethical dimension and also highlight the connections between ethical human resources practices and ethical global business operations.
In addition, the chapter identifies some key distinctions between ethical relativism the view that the definition of right or wrong depends on culture, history and the indi- vidual and ethical pluralism the view that there are multiple, possibly incom- patible definitions of right or wrong that may be equally correct and fundamental; see also Chapter 5 , and describes some of the features of critical business ethics.
The author explains that, as a custodian of the people resource in organizations, it is the function of the HRM role to assist in the development of human resource planning initiatives that match changes in the supply and demand for labour, and also manage initiatives for attracting and retaining talent strategically rather than reactively.
Such an exploration is enriched by inter- national considerations and implications for recruitment and selection, with a special focus on expatriate managers. Finally, the author adopts a critical perspective that tries to reveal the ethical issues underpinning personnel staffing and questions the current emphasis on connecting selection practices with performance.
These systems are now widely and routinely used for many employees. Their use increased through the s as a result of the pressures of globaliza- tion, increased competition and a greater analysis of all the characteristics of employee performance. Performance management systems were originally used for managers, professionals and technical employees, but today they are frequently used to appraise staff at all levels in many parts of the world.
The author explains the purpose, criteria and ethics of performance management, and also considers approaches to and effective methods of conducting appraisals, the limitations of the process and the value of multiple sources. The chapter includes various suggestions to help improve the performance manage- ment process and evaluates performance management in an international context. Finally, the chapter discusses the need for a critical evaluation of and future direction for performance appraisal.
Finally, the chapter explains the worth of a constructively critical pluralist approach to understanding reward manage- ment theory and practice. It does so by highlighting the differences between the terms, reflecting on older, more classical approaches to training compared with more contemporary and recent trends that are more situation- or context-specific. The latter mean that the older approaches to training, albeit useful, have to be rethought. The chapter is designed to take the reader from existing normative and traditional views of training, development and learning to a more critical crea- tive view that is context-specific.
The authors explain the various approaches, drivers and change measurements utilized in the last few decades.
They also explain some of the key roles associated with change agents and human resource managers concerned with implementing organizational change. The chapter offers two case studies depicting different change manage- ment approaches and identify the key issues associated with each case. The chapter focuses on direct and indirect means of EI, which can take a wide variety of forms. EI is management-initiated and management-led, and has a number of objec- tives.
Some examples of the objectives of EI are summarised for the reader. The chapter demonstrates that management introduce EI for a variety of reasons, with the overarching objective of improving productivity and competitiveness.
She also notes the diverse legal frameworks and workplace practices involved in dealing with work and employment, as well with rights for parents, carers, and so on. The experiences of social groups, including among others women, older workers and ethnic minority groups, in relation to work—life balance issues are also explored. A range of work—life balance organizational initiatives and flex- ible working types are presented, together with the legal protection associated with these practices.
A discussion on the social and economic benefits of a healthy, fulfilled workforce is presented, as is an evaluation of the costs of inac- tion by organizations and the government, such as the costs of high absen- teeism and work-related stress. By reviewing the relevant literature, the author presents a case for compatibility between the two concepts.
The author also provides empirical verification for the link in order to base his arguments on inferences made from a range of theoretical and previously published research in the domains of both quality and HRM.
The chapter also offers an extensive case study of HRM in SMEs by drawing upon detailed action research conducted during a 2-year Knowledge Transfer Partnership programme, a UK government scheme that creates a strategic partnership between a company and a knowledge base for example, universities to transfer and develop the latest in management thinking. Finally, we summarise the book in the Conclusion, providing a critical synthesis of the various topics and themes covered in the book and highlighting a number of challenges and opportunities for HRM scholars and practitioners.
Features of the book By virtue of the range of topics as well as the geographical regions covered in the theoretical discussions and practical examples offered in the various chap- ters, we believe that this volume will be equally beneficial for undergraduate and postgraduate students in business and management studies, particularly those pursuing a major in HRM.
This book will be useful for students enrolled on such programmes. Although the book is primarily designed for students, it will be of equal interest to research scholars as well as practitioners of HRM. Academic as well as governmental libraries and academic associations, such as the Chartered Institute of Personnel and Development and the Society for Human Resource Management, may be interested in procuring copies of this book.
The book has several important features: 11 It has been specially designed to relate to HRM in the UK, Australia, conti- nental Europe and Asia, but it is, however, accessible to a wider international audience.
With a view to reconnecting a critical HRM perspective to the mainstream, we feel that the time is right for an in-depth evaluation of the phenomena of HRM. Although old debates cannot be ignored, our concern is to provide a critical text integrating the fundamental theories and practices of HRM with critical insights and relevant practical examples from a variety of international contexts. This book is expected to stimulate a discussion of how to destabilize the prevailing orthodoxy in the field of HRM and deconstruct some aspects of the HRM paradigm.
While the book has been designed and written primarily for students, we believe that it will be equally useful for academics and practi- tioners who want to understand and meet the increased challenges facing HRM in the current global crisis and beyond.
References Clegg, C. Journal of General Management, 19 3 : 20— Hoffman, R. Whitby, ON: freedom: managing culture in modern organizations. Captus Press. Journal of Management Studies, 30 4 : — Related Papers. By Jawad Syed. By Simon Raby. By amir aboelmaged and Wes Harry. Download pdf. Remember me on this computer. Enter the email address you signed up with and we'll email you a reset link. Need an account?
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Human Resource Management: A Global and Critical Perspective
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Human resource management
Diversity management refers to organizational policies and practices aimed at recruiting, retaining, and managing employees of diverse backgrounds and identities, while creating a culture in which everybody is equally enabled to perform and achieve organizational and personal objectives. In a globalized world, there is a need for contextual and transnational approaches to utilize the benefits that global diversity may bring as well as the challenges that organizations may face in managing a diverse workforce. In particular, it is important to take into account how diversity is theorized and managed in non-Western contexts, for example in BRICS countries i. The literature confirms the need for organizational efforts to be focused on engaging with and managing a heterogeneous workplace in ways that not only yield sustainable competitive advantage but also are contextually and socially responsible. Organizations today are expected to take positive action, beyond legal compliance, to ensure equal access, employment and promotion opportunities, and also to ensure that diversity programs make use of employee differences, and contribute to local as well as global communities.
Jawad Syed , Robin Kramar. Flyer Sample chapter. Recommend to library , View companion site. Paperback -
He earned his PhD and MA in human resource management from University of Tehran and has published many articles in HRM journals and participated in several national and international conferences. His main areas of interest are: startups, sustainability, Innovative organizations. Her interests include sustainability in HRM, Innovative organiza- tions.
The study contains the results of the survey conducted among representatives of companies. The main aim of the research was to identify the links between diversity management and employer branding. For examining the differences, Mann-Whitney U test was used. Data analysis was performed from the perspective of criteria such as: gender, age, and position held management, not management. It turned out that managing diversity constitutes today an important factor in creating the image of the employer. Ambler, T. The employer brand.
International organisations today recognise the critical importance of developing and utilising staff capabilities. The extent and reach of globalisation has brought into focus the role played by the skilled workforce in terms of securing and maintaining competitive advantage, as well as raising significant organisational, management and ethical challenges. The aim of the module is to equip the student with a comprehensive understanding of the key concepts, strategies and practices of Managing People in Global Organizations to enable them to effectively manage people in a global context. The module assessment provides the student with the opportunity to consolidate their learning and develop their ability to critique complex organisational problems. The syllabus is split into 3 themes to fulfil the aim and objectives of the module.
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