The "ature of Human esource #anagement

Words of wisdom
The real sources of competitive leverage are the culture and capabilities of your organization that derive from how you manage your people. The whole emphasis on people demands that top management attract, cultivate and keep the best workforce they can possibly find. The role of H is becoming as important if not more than any other e!ectuive leadership function.
Web support material to accompany Human Resource Management: Theory and practice , Third edition John Bratton and Jeffrey Gold 2003, published by Palgra e !acmillan

The "ature of Human esource #anagement

Web support material to accompany Human Resource Management: Theory and practice , Third edition John Bratton and Jeffrey Gold 2003, published by Palgra e !acmillan

The "ature of Human esource #anagement

Human esource #anagement$ % strategic approach to managing employment relations which emphasizes that leveraging peoples capabilities is critical to achieving competitive advantage. This being achieved through a distinctive set of integrated employment policies, programmes and practices.
Web support material to accompany Human Resource Management: Theory and practice , Third edition John Bratton and Jeffrey Gold 2003, published by Palgra e !acmillan

The "ature of Human esource #anagement

#anagement$ The science perspective The political perspective The control perspective The practice perspective

Web support material to accompany Human Resource Management: Theory and practice , Third edition John Bratton and Jeffrey Gold 2003, published by Palgra e !acmillan

The meaning of management

Web support material to accompany Human Resource Management: Theory and practice , Third edition John Bratton and Jeffrey Gold 2003, published by Palgra e !acmillan

The meaning of management

&cience perspective$
'ayol ()*+*,. -lanning, .rganizing, /irecting, 0ontrolling (-./0,. 1dealized image of management as a rationally designed and operationalized tool for realizing organizational goals.

Web support material to accompany Human Resource Management: Theory and practice , Third edition John Bratton and Jeffrey Gold 2003, published by Palgra e !acmillan

The meaning of management

-olitical perspective$
0haracterizes the workplace as a miniature society with politics pervading all managerial work. 1ndividual managers viewed as knowledgeable human agents. einforces the theoretical and practical importance of building alliances and networks of co2operative relationships.
Web support material to accompany Human Resource Management: Theory and practice , Third edition John Bratton and Jeffrey Gold 2003, published by Palgra e !acmillan

The meaning of management

0ontrol perspective$
0onceptualizes management as a controlling agent that servces the economic imperatives imposed by capitalist marketing relations. #anagement structures and labour strategies are instruments and techni3ues to control the labour process in order to secure a high level of productivity and profitability. &imultaneous desire for control over, and cooperation from, workers.
Web support material to accompany Human Resource Management: Theory and practice , Third edition John Bratton and Jeffrey Gold 2003, published by Palgra e !acmillan

The meaning of management

-ractice perspective$
&ees management as an activity aimed at the continual melioration of diverse, fragmented and comple! practices. 1ncorporates the other three perspectives.

Web support material to accompany Human Resource Management: Theory and practice , Third edition John Bratton and Jeffrey Gold 2003, published by Palgra e !acmillan

The "ature of the 4mployment elationship

/escribes dynamic interlocking relations that e!ist between individuals and their work organizations. 0onsiders economic, legal, social and psychological relations.

Web support material to accompany Human Resource Management: Theory and practice , Third edition John Bratton and Jeffrey Gold 2003, published by Palgra e !acmillan

The "ature of the 4mployment elationship

4conomic 5 e!change of pay for work. 6egal 5 network of common law and statutory rights and obligations affecting both parties. &ocial 5 social norms influence employees actions in the workplace. -sychological 5 dynamic, two2way e!change of perceived promises and obligations.
Web support material to accompany Human Resource Management: Theory and practice , Third edition John Bratton and Jeffrey Gold 2003, published by Palgra e !acmillan

and employee

The "ature of the 4mployment elationship

Web support material to accompany Human Resource Management: Theory and practice , Third edition John Bratton and Jeffrey Gold 2003, published by Palgra e !acmillan

H # 'unctions
What do H # professionals do7 -lanning &taffing /eveloping #otivating #aintaining #anaging relationships #anaging change
Web support material to accompany Human Resource Management: Theory and practice , Third edition John Bratton and Jeffrey Gold 2003, published by Palgra e !acmillan

4valuating

H # 'unctions
What affects what H # professionals do7 4!ternal conte!t (economic, political and legal regulations, and social aspects, &trategy .rganization (size, work and structure, and technology,

Web support material to accompany Human Resource Management: Theory and practice , Third edition John Bratton and Jeffrey Gold 2003, published by Palgra e !acmillan

H # 'unctions
How do H # professionals do what they do7 8se technical, cognitive and interpersonal processes and skills. -ower, legal procedures and communication skills are important.

Web support material to accompany Human Resource Management: Theory and practice , Third edition John Bratton and Jeffrey Gold 2003, published by Palgra e !acmillan

H # 'unctions

Web support material to accompany Human Resource Management: Theory and practice , Third edition John Bratton and Jeffrey Gold 2003, published by Palgra e !acmillan

Theoretical perspectives on H #
'ive ma9or H # models$ -rovide an analytical framework for studying H #. 6egitimate certain H # practices. 4stablish variables and relationships to be researched. 4!plain the nature and significance of key H practices.
Web support material to accompany Human Resource Management: Theory and practice , Third edition John Bratton and Jeffrey Gold 2003, published by Palgra e !acmillan

'ombrun, Tichy : /evanna

4mphasizes the interrelatedness and the coherence of H # activities. H # cycle$ selection, appraisal, development and rewards aim to increase organizational performance.

Web support material to accompany Human Resource Management: Theory and practice , Third edition John Bratton and Jeffrey Gold 2003, published by Palgra e !acmillan

'ombrun, Tichy : /evanna

Web support material to accompany Human Resource Management: Theory and practice , Third edition John Bratton and Jeffrey Gold 2003, published by Palgra e !acmillan

'ombrun, Tichy : /evanna

-rescriptive. 1gnores stakeholder interests, situational factors and notion of strategic choice. 4!presses the coherence of internal H policies and the importance of matching them to e!ternal business strategy.

Web support material to accompany Human Resource Management: Theory and practice , Third edition John Bratton and Jeffrey Gold 2003, published by Palgra e !acmillan

Harvard
&ituational factors &takeholder interests H # policy choices H outcomes 6ong2term conse3uences

Web support material to accompany Human Resource Management: Theory and practice , Third edition John Bratton and Jeffrey Gold 2003, published by Palgra e !acmillan

Harvard

Web support material to accompany Human Resource Management: Theory and practice , Third edition John Bratton and Jeffrey Gold 2003, published by Palgra e !acmillan

Harvard
0lassifies inputs and outcomes at both organizational and societal level. %bsence of a coherent theoretical basis for measuring the relationship between H inputs, outcomes and performance.

Web support material to accompany Human Resource Management: Theory and practice , Third edition John Bratton and Jeffrey Gold 2003, published by Palgra e !acmillan

;uest
eflects view that a core set of integrated H # practices can achieve superior individual and organizational performance. H # differs from personnel management.

Web support material to accompany Human Resource Management: Theory and practice , Third edition John Bratton and Jeffrey Gold 2003, published by Palgra e !acmillan

;uest

Web support material to accompany Human Resource Management: Theory and practice , Third edition John Bratton and Jeffrey Gold 2003, published by Palgra e !acmillan

;uest

Web support material to accompany Human Resource Management: Theory and practice , Third edition John Bratton and Jeffrey Gold 2003, published by Palgra e !acmillan

Warwick
4!tends the Harvard framework. #aps the connections between the outer and inner conte!ts and e!plores how H # adapts to changes in conte!t.

Web support material to accompany Human Resource Management: Theory and practice , Third edition John Bratton and Jeffrey Gold 2003, published by Palgra e !acmillan

Warwick

Web support material to accompany Human Resource Management: Theory and practice , Third edition John Bratton and Jeffrey Gold 2003, published by Palgra e !acmillan

&torey
/emonstrates the differences between the personnel and industrials and the H # paradigm by creating an ideal type. 0haracterizes H # as an amalgam of description, prescription, and logical deduction.

Web support material to accompany Human Resource Management: Theory and practice , Third edition John Bratton and Jeffrey Gold 2003, published by Palgra e !acmillan

&torey

Web support material to accompany Human Resource Management: Theory and practice , Third edition John Bratton and Jeffrey Gold 2003, published by Palgra e !acmillan

&torey

Web support material to accompany Human Resource Management: Theory and practice , Third edition John Bratton and Jeffrey Gold 2003, published by Palgra e !acmillan

4!tent of H #
How many organizations have adopted the new H # model7 "umber of H architects in the highest levels of decision2making is small. enaissance of individualism, fall in collectivism. /is9uncture between knowledge of the H # model and management practice. 'ew organizations have integrated H planning into strategic business planning.
Web support material to accompany Human Resource Management: Theory and practice , Third edition John Bratton and Jeffrey Gold 2003, published by Palgra e !acmillan

Web support material to accompany Human Resource Management: Theory and practice , Third edition John Bratton and Jeffrey Gold 2003, published by Palgra e !acmillan

Web support material to accompany Human Resource Management: Theory and practice , Third edition John Bratton and Jeffrey Gold 2003, published by Palgra e !acmillan