This section, based on Human Resource Management (4th Edition) by Alan Price examines HRM within the organization.
Human resource practices are enabled and constrained by a variety of organizational factors, including organizational size, structure, culture and employee commitment.
A number of specific issues are addressed:
- What are the different structures found within organizations and what effect do they have on human resource management practices?
- Are there any significant differences between people management practices in small and large organizations?
- What are entrepreneurs like as people managers?
- How do organizations grow and what are the implications on HRM?
- How do national business cultures impact on international HRM?
- What is the relationship between corporate culture and human resource management?
- What is employee commitment and how is it achieved?
- Is employee branding a road to commitment or a method of brainwashing employees?
- How do we manage professionals without losing their trust and commitment?
This is a world of organizations: more and more elements
of life which were once a matter of personal action are now integrated
into organizational frameworks. (...) They set financial, service or production targets which determine the activities of their employees.
People managers (a term used in the widest sense here to include line managers) have a critical role in monitoring and controlling performance in order to achieve these targets.
In the we stressed that HRM is a 'holistic' approach to people management.
To make the best use of an organization's human resources it is necessary
to manage not only its people but also the corporate structure and culture.
In the section on
we saw that organizations also interact with their environment through the regulatory,
economic and cultural frameworks in which they operate.(...)
Different structures affect the way in which people are managed. HRM is intimately bound up
with the way firms are organized. Businesses throughout the world require the same basic human
resource activities: they recruit new employees; they develop and train their staff; they have
reward systems; etc. But these issues are handled in different ways, reflecting the
expectations and acceptable behaviour patterns within national business cultures. (...)
For a background on organization theory see the following pages of notes on the HRMGuide.co.uk site:
- tracing the
psychological, sociological, economic and systems influences on the topic.
- how Max Weber saw bureaucracy as the most efficient form of organization.
- Henri Fayol's rational interpretation of organization management.
- Chris Argyris' summary of criticisms.