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Human Resource Management: Theory and practice
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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
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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
Web support material to accompany
Human Resource Management: Theory and practice
, Third edition
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Figure 3.1 An open system
Conceptions of contexts
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Figure 3.2 A model of the external contexts of HRM
Conceptions of contexts
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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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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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Chapter summary (1st half)
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Human Resource Management: Theory and practice
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Chapter summary (2nd half)
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