Human Resource Management in Britain

Berridge, John

doi:10.1108/01425459210022409

Cited by 5 publications

(3 citation statements)

References 6 publications

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“…The former represents an approach which is numbers driven, deterministic and results oriented; emphasizes values of formalization and control; and uses more frequently the activities of planning and individualization. The latter centres on human resources as valued assets to be developed and cherished, where trust, development and relationships are important; and involves practices characterized by job and organization design, high performance, teamworking, autonomy and the creation of appropriate cultures (Berridge, 1992).…”

Section: Strategic Change and Human Resource Managementmentioning

confidence: 99%

HRM's contribution to strategic change: measuring impact on the bottom line

McDougall

Mulvie²

1997

Strat. Change

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Section: Strategic Change and Human Resource Managementmentioning

confidence: 99%

HRM's contribution to strategic change: measuring impact on the bottom line

McDougall

Mulvie²

1997

Strat. Change

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“…Hence the analytical exercise is contingent on identifying and delineating groups, usually retrospectively, whose "members share similar (formal) attributes but which need not actually connect or interact with one another". The classification of organizations into exponents of "hard" or "soft" human resource management may be seen as an example of a diluted type of this activity (see [15]).…”

Section: The Use Of Taxonomiesmentioning

confidence: 99%

Taxonomy of firms with reference to human resource strategies

Sutherland

Stewart

1997

Personnel Review

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Different firms are seen to pursue different human resourcing strategies; and the differences observed often have their origin in the different goals of the respective firms. For example, as Hyman[1] has observed: "changed circumstances do not lead to uniform responses by employers; indeed, we can note considerable variation in the actions of managers in response to circumstances facing organisations for which they are held accountable". Furthermore, that different firms do indeed have different human resourcing strategies has public policy consequences.Too often, however, public policy is fashioned on the assumption that the representative firm of neoclassical analysis exists in reality, rather than as a "mental construct"[2] designed to analyse theoretically the consequences of changed circumstances. As a result of the use of this "black box" type of analysis, public policy agencies, such as Training and Enterprise Councils, operate as if they are oblivious to the observed fact that firms pursue different objectives and, to meet these, of necessity, they must design and implement different human resourcing strategies.This paper seeks to illustrate the different human resource strategies and policies of firms. To do so, it makes use of data collected from employers for a local labour market survey of women returners, contextualized in the firms' more general human resource policies, to produce a taxonomy of firms with regard to both their organizational responses to external environmental change and their external and internal labour market strategies vis-à-vis recruitment, selection and training.Two discrete activites were associated with the production of this paper:(1) Empiricism, as quantitative and qualitative data were gathered from both a questionnaire survey and a set of subsequent case-study investigations, which involved structured interviews and the collection of additional company information.

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“…Following the debate over the relevance of the American human resource management (HRM) model to the European context (Brewster, 1993; Guest, 1997), considerable HRM research attention has been given to the study of the likely antecedents of national HRM system developments. This resulted in quite an array of studies in the old EU countries (Berridge, 1992; Mabon, 1995; Mayrhofer, 1995; Brunstein, 1992; Muller, 1999; Cabral‐Cardoso, 2004), followed by research in Central and Eastern European contexts (Tung and Havlovic, 1996; Garavan et al , 1998; Mills, 1998; Lucas et al , 2004; Poor et al , 2007).…”

Section: Introductionmentioning

confidence: 99%

HR function developments in Lithuania

Kazlauskaitė

Bučiūnienė

2010

Baltic Journal of Management

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PurposeThe purpose of this paper is to provide an overview of past and current developments in human resource (HR) function in Lithuania.Design/methodology/approachThe paper discusses the antecedents of HR function developments in Lithuania through an analysis of the country's demographic, economic, legal and cultural environments and historical human resource management (HRM) developments. Current HR function status is shown through findings of an HR manager/specialist survey conducted at 119 medium‐ and large‐sized organisations, which was part of the 2008‐2009 Cranet survey.FindingsThe majority of organisations have HRM departments and an HR strategy, and in about half HR is represented on the board and is involved to some extent in business strategy development. HR responsibility is shared by line management and HR function. About 90 per cent of organisations have a mission statement and a business strategy. Trade union power is currently low due to historic and political reasons; however, findings show that it is gaining more status. About half of the organisations have developed corporate social responsibility policies, though few offer non‐statutory social welfare schemes. Reward individualisation is higher among private‐sector employers. Downward communication is used to a considerable extent by both private and public organisations, while upward communication is more extensively practised by private‐sector organisations.Practical implicationsThe paper discloses current HR function developments in Lithuania based on its historical heritage, antecedents in macro/micro environments and empirical data, which provide valuable insights for local organisations and foreign investors into current HRM status.Originality/valueThe paper discloses the influences on HR function developments and their current status in Lithuania, which are still under‐researched in the country, and contributes to HRM research in the Central and East Europe region.

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Human Resource Management in Britain

Cited by 5 publications

References 6 publications

HRM's contribution to strategic change: measuring impact on the bottom line

HRM's contribution to strategic change: measuring impact on the bottom line

Taxonomy of firms with reference to human resource strategies

HR function developments in Lithuania

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