The Context of Human Resource Management

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Human Resource Management: Theory and practice
, Third edition


© John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan

Title

Words of wisdom

‘Every generation believs it is living through great
change, and our generation is no different . . .’

‘An infectious greed seemed to have gripped much of our
business community in the late 1990s.’

‘Until the benefits of globalization are shared more
widely, people will continue to rise up against
globalization.’

The Context of Human Resource
Management

Web support material to accompany
Human Resource Management: Theory and practice
, Third edition


© John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan

Chapter outline

The Context of Human Resource
Management

Web support material to accompany
Human Resource Management: Theory and practice
, Third edition


© John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan

Conceptions of Contexts

Conceptions of contexts:

An open system
–

a set of interrelated and
interdependent parts configured in a
manner that produces a unified whole.

Work organizations acquire inputs from
the environment, transform them and
discharge outputs to the external
environment.

The Context of Human Resource
Management

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Human Resource Management: Theory and practice
, Third edition


© John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan

Figure 3.1 An open system

Conceptions of contexts

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© John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan

Figure 3.2 A model of the external contexts of HRM

Conceptions of contexts

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© John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan

The economic context

Globalization

The growing integration of the world’s
economies.

Core economic activities are conducted on
a global scale.

The communications revolution.

Fundamental political change.

The Economic Context

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Table 3.1 Per capita income growth in selected developed countries, 1960
-
96

The Economic Context

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Fig 3.3 Growth in domestic product in the EU for the 3
rd

quarter of 2001 and
2000

The Economic Context

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Fig 3.4 Unemployment in Britain, 1960
-
2000

The Economic Context

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Fig 3.5 One view of the labour market

The Economic Context

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Table 3.2 Non
-
regular forms of employment, selected countries, 1973
-
93

The Economic Context

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Table 3.3 Composition of the UK workforce, 1980 and 1998

The Economic Context

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© John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan

The technology context

Technological change:

Advanced technical change.

Conventional technical change.

Organizational change.

The Technology Context

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Table 3.4 Diffusion of microtechnology in UK workplaces, 1984
-
1998

The Technology Context

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The political context

The state:

Is responsible for economic policy that
influences labour markets.

Establishes the legal context of
employment relations.

Is an employer in its own right.

The Political Context

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The political context

State interventions:

Facilitative

Supportive

Directive

Neoliberalist

The Political Context

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Table 3.5 Key UK employment legislation, 1961
-
2002

The Political Context

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The social context

Changing demographic determine the size
and composition of the workforce.

Different attitudes and values relating to
work, parenthood, leisure, ‘fairness’,
organizational loyalty.

The Social Context

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Fig 3.6 An ageing population working less

The Social Context

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Fig 3.7 The work
-
life balance

The Social Context

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Change & HRM

What are the implications of economic and
technological changes for the recipients of
HRM?

Depends on whether you are a ‘core’ (see
empowerment and high rewards) or
‘peripheral’ (see employment insecurity)
employee.

Employment standards tend towards worst
rather than best practice.

Change and HRM

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© John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan

Chapter summary (1st half)

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Human Resource Management: Theory and practice
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© John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan

Chapter summary (2nd half)