INTRODUCTION
In the last two decades both the public and private sector organisations have experienced incredible changes in their management processes (Hassard et al 2013). Some of these changes in the world of work have been influenced by technology, demography, globalisation to name but a few. These changes are occurring at different areas and levels thus posing a challenge for the management of organisations (Burke and Cooper 2006), hence the importance of using theoretical approaches in organisational development. Organisational theories therefore can be seen as radical changes in organizational thinking based on the changes occurring in human resource management (HRM) (Hassard, et al 2013). Supporting the thinking of Suddaby et
…show more content…
An organisation must put in place a set of practice and organisational mechanism if they are to perform better. They should also put in place an organisational strategic that clearly states objectives, thorough understanding of the socio-political context, their identity, mission, vision and probably the change they want to see as an organisation. The contingency theory clearly provides the direction of the organisation within a set period of time. This theory purely deals with the internal processes that moulds the organisation, this can be in a form of HR policies and strategies etc. Beh & Loo (2013) also applauded this theory by arguing that performance are maximised when HR policies and strategies are consistent with the organisational strategy. this theory also probes further into the relativity of HR systems, as different organisational strategies requires different structure and the use of technology (Lepak, Marrone, and Takeuchi (2004) The contextual paradigm examines both the organisation internal and external settings and ensures that the organisation is well situated to carry out its day to day operation (Som, 2012). This may include for example the role of the state, community ownership, labour market and trade unions. This is also backed up with lobby and adjusting to the requirement of government and dealing with legislations on equal opportunities which is a strategic role of the HR function (Jackson et al 1989). However, Baxall (1995) argues that the contingency theory is not universal as it varies from country to country. Budhwar, and Boyne (2004) also states that in some countries HR policies and strategies are determined by age, size, culture and nature of the organisation. Nonetheless, de Pablos (2005)
Human Resource Management (HRM) is the administration and control of employees. Its purpose is to ensure that the workers and the employer cultivate a valuable relationship. As a result, the company will record an exceptional performance particularly with regard to employee productivity (Paauwe, 2004). Further, the workers will benefit in terms of job satisfaction and self-development (Paauwe, 2004). Some of the activities involved in managing workers include selection and recruitment, training, development, motivation, and appraisal (Sharma, 2009). This paper aims to analyse the role of human resource management in organisations and its linkage to the wider organizational strategy using Tesco and Harrods as illustrations.
Pfeffer, Jeffrey. "Human resources from an organizational behavior perspective: Some paradoxes explained." The Journal of Economic Perspectives 21.4 (2007): 115-134.
These emerging theories have enabled managers to appreciate new patterns of thinking, new ways of organising, and new ways of managing organisations and people. Over the years these different theories have enabled the study of trends that have taken place in the management field. The major management viewpoints- which include the classical, behavioural and contingency approaches- have assisted in the formation of the contemporary twenty-first century management theory and techniques (S. C. Certo & S. T. Certo, 2006). Although, there are significant differences among all these approaches, they seem to be unified by the efforts of improving an organisation’s efficiency in terms of proper human resources management. Furthermore, the dissimilarities seen in these approaches are due to the ever-changing organisations and environments which demand new management practices and techniques be applied to maintain the efficiency of an organisation.
. Fiedler’s Contingency Theory Fiedler’s contingency theory is one of the contingency theories that states that effective leadership depends not only on the style of leading but on the control over a situation. There needs to be good leader-member relations, tasks with clear goals and procedures, and the ability for the leader to meet rewards and punishments. Lacking these three in the right combination and context will result in leadership failure. Fiedler created the least preferred co-worker (LPC) scale, where a leader is asked what traits can be ascribed to the co-worker that the leader likes the least.
Ulrich, D., Younger, J., and Brockbank, W. 2008. “The twenty-first century HR organization.” Human Resource Management, 47, pp.829-850.
It seems that HRM is so crucial to the organization, for what it does has nearly covered all aspects of the business – from strategic planning to the training and development, but unfortunately, its importance has not been accepted by everyone. As proposed by Morton, C, Newall, A. & Sparkes, J. (2001) there are three different views of HR function within the...
Willy McCourt & Derek Elridge (2003), Global Human Resource Management, pp 311 - 315. Edward Elgar publishing.
Understanding the strategic potential of HRM is a relatively recent phenomenon. Strategic HRM attempts to bring HRM to the boardroom. It requires personnel policies and practices to be integrated so that they make a coherent whole, and also that this whole is integrated with the business or organisational strategy.
4) Tokesky, George C; Kornides, Joanne : ‘Strategic HR Management is vital’( Personal journal, December 1994 v 73 n 12 p 115.
Leadership has been delineate because the “process of social influence within which one person will enlist the help and support of others within the accomplishment of a typical task”. A definition additional inclusive of followers comes from Alan Keith of Genentech WHO aforesaid "Leadership is ultimately concerning making the way for individuals to contribute to creating one thing extraordinary happen. Leadership is one among the foremost salient aspects of the structure context. However, process leadership has been difficult.
Human Resource Management (HRM) is fundamentally another name for personnel management. It is the process of making sure the employees are as creative as they can be. HRM is a way of grouping the range of activities associated with managing people that are variously categorised under employee relations, industrial/labour relations, personnel management and organisational behaviour. Many academic departments where research and teaching in all these areas take place have adopted the title department of human resources management. HRM is a coordinated approach to managing people that seeks to integrate the various personnel activates so that they are compatible with each other. Therefore the key areas of employee resourcing, employee development, employee reward and employee involvement are considered to be interrelated. Policy-making and procedures in one of these areas will have an impact on other areas, therefore human resources management is an approach that takes a holistic view and considers how various areas can be integrated.
Miles, R. (1975) Theories of Management: Implications for Organisational Behaviour and Development. McGraw-Hill, New York.
Introduction A comprehensive Human Resource Management Strategy plays a vital role in the achievement of an organisation’s overall strategic objectives and visibly illustrates that the human resources function fully understands and supports the direction in which the organisation is moving. A comprehensive HRM Strategy will also support other specific strategic objectives undertaken by the marketing, financial, operational and technology departments. In essence, an HRM strategy’s aim should be to capture the ‘people’ part of an organisation and its medium to long-term projection of what it wants to achieve, ensuring that. It employs the right people, those have the right mix of skills, employees show the correct behaviours and attitudes, and employees have the opportunity to be developed the right way.
Lewis, Clive (2007) Human resource management international digest. Bradford: 2007. Vol 15, Iss.4: pg. 3.
Learning and development in the context of organizational development is having an essential role in achieving strategic human resourcing outcome. From attraction and retention, to development and utilisation of human capital, Human Resource Development (HRD) is the centre of strategic focus in HRM. This essay aims to present and discuss a strategic model of HRD activities in organisations.