The Changing Nature of Personnel Management

Torrington, Derek; Mackay, Lesley; Hall, Laura

doi:10.1108/eb055059

Cited by 42 publications

(42 citation statements)

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“…The foundations of personnel and industrial relations functions were rooted in a pluralist framework. The adoption of human resource management was looked on with a degree of scepticism as it subscribed to a unitarist viewpoint and was regarded as somewhat manipulative (Armstrong, 1987;Torrington and Hall, 1987;Fowler, 1987).…”

Section: The Changing Role Of Hr: Historical Overview and The Currentmentioning

confidence: 99%

Downsizing and the changing role of HR

Sahdev¹,

Vinnicombe²,

Tyson³

1999

The International Journal of Human Resource Management

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This paper examines the changing role of HR in the speci c context of downsizing. It highlights the key dilemmas facing HR professionals -on the one hand, the contribution of HRM to the achievement of business results has come under increasing scrutiny and, on the other hand, most of the challenges of downsizing are people-related issues that require sophisticated HR interventions. The paper reports the key ndings of a pilot study conducted in sixty organizations in the UK that downsized in the last three years. The key conclusion of the study is that the role of HR has become wide ranging, covering the strategic as well as implementation aspects. The clear message from the study suggests that, unless there is alignment between the two aspects, the envisaged bene ts of downsizing are unlikely take place. Key challenges facing HR professionals are managing middle managers, managing careers and managing employee expectations. There are indications to suggest that the process role of HR is likely to become more important in the medium and longer terms.

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Section: The Changing Role Of Hr: Historical Overview and The Currentmentioning

confidence: 99%

Downsizing and the changing role of HR

Sahdev¹,

Vinnicombe²,

Tyson³

1999

The International Journal of Human Resource Management

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“…Torrington et al (1991) suggest that in a small organisation it may be sufficient for one person to consider``the job's important aspects and the requirements of the jobholder'' in place of the detailed job analysis/job description/person specification procedure usually recommended. Consideration is then given to whether the vacancy can be filled internally.…”

Section: Introductionmentioning

confidence: 98%

Recruitment in small firms

et al. 1999

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The article summarises findings from recent case study research into recruitment in small firms. The research aims to ascertain whether small firms follow the procedures outlined in the prescriptive literature on recruitment, and to what extent they rely on informal recruitment methods. It finds little evidence of the adoption of the recommended systematic procedures and a high use of``tried and trusted'' methods including word-of-mouth recruitment and the hiring of`k nown quantities''. The implications of this are examined. While these methods have certain advantages, they may also give rise to a number of problems. The study argues that the adoption of more formal procedures and methods could reduce staff turnover in small firms and its associated costs. However, it concludes that many small employers would remain unconvinced by the case for opening up recruitment channels, and may find their existing approaches more cost effective in the short term.

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“…The specialist role is directed towards getting the deployment of right numbers and skills at the right place, supporting other managers in their people management and contributing to major strategic change (Torrington and Hall, 1991).…”

Section: Literature Reviewmentioning

confidence: 99%

Human Resources Practices in Banks Incorporated in the Kingdom of Bahrain

Moovala¹

2014

JMPP

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This study on the HR practices in banks incorporated in Bahrain stemmed from two important aspects; 1) the banking sector being a key sector in Bahrain and 2) the role the HR function plays in the success of the banking sector. The study covered main HR mechanisms like HR strategy and culture, HR and talent planning, recruitment and selection, learning and development, compensation and benefits, performance appraisals and other key support policies. An average of 50% of the banks sampled for this study indicated that 'most of the time' their senior managers' support best HR practices and have a proactive approach to people management. About 33% of the banks indicated that 'most of the time 'they are taking proactive measures to retain employees. Though most of the banks (83%) have a formal performance appraisal method for all jobs/levels, only 8% of them indicated that the appraisals were conducted in a professional manner and that the appraisal decisions were fair. Half of the sample banks have a salary range for all jobs, and 33% of them expressed that the compensation and benefits policy is a hybrid; i.e. they pay the highest in the market for some jobs and for others they match the salaries in the market. Overall the findings revealed that the key HR mechanisms as assessed through various dimensions were being implemented 'most of the time' or 'sometimes' in the sample banks.

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The Changing Nature of Personnel Management

Cited by 42 publications

References 1 publication

Downsizing and the changing role of HR

Downsizing and the changing role of HR

Recruitment in small firms

Human Resources Practices in Banks Incorporated in the Kingdom of Bahrain

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