Transcript Diapositiva 1 - fabionoia.it

HUMAN RESOURCE
A source of
competitive
advantage?
Edited by Fabio Emanuele Noia, Link Campus University of Malta, 2006
Chapter 1
Human Resource
Freely Inspired from Bratton J., Gold J., Human Resource Management,
Theory and Practice, Palgrave, 2003
http://www.palgrave.com/business/brattonandgold/
What are the new challenges at
the beginning of the new
millenium?
1. Technology impact
2. World is shrinking
3. Better and more
communication
4. Higher visibility
5. Demographics
6. Continuous transition
7.
8.
9.
Freely Inspired from Bratton J., Gold J., Human Resource Management,
Theory and Practice, Palgrave, 2003
a strategic approach to
employment relations
which emphasizes that
leveraging people
capabilities is critical
to achieving
sustainable
competitive advantage,
this being achieved
through a distinctive
set of integrated
employment polices,
programmes and
practices.
Freely Inspired from Bratton J., Gold J., Human Resource Management,
Theory and Practice, Palgrave, 2003
People at work.
Who they are?
Where do they
work?
When do they work?
Why o they work?
What do they do?
Freely Inspired from Bratton J., Gold J., Human Resource Management,
Theory and Practice, Palgrave, 2003
An historical perspective
1950-1980
Personnel
Regulatory, administrative,
industrial relations aspects
1980-2000
Human Resource, internal
sources of competitive
advantage, employeremployee relations
Freely Inspired from Bratton J., Gold J., Human Resource Management,
Theory and Practice, Palgrave, 2003
An historical
perspective
Hard & Soft
Hard: resource
Soft: human
Freely Inspired from Bratton J., Gold J., Human Resource Management,
Theory and Practice, Palgrave, 2003
An historical perspective
Hard & Soft
Hard: resource
Soft: human
_________________
Human Resource
=
People in work organisations
___________________
employee relations + leveraging
people’s capabilities + achieving
sustainable competitive advantage +
distinctive set of integrated
employment policies, programmes,
and practices.
Freely Inspired from Bratton J., Gold J., Human Resource Management,
Theory and Practice, Palgrave, 2003
Key ingredients
People
Integration
Line managers
Freely Inspired from Bratton J., Gold J., Human Resource Management,
Theory and Practice, Palgrave, 2003
Human Capital
People are worth
investing in as a form
of capital: people’s
performance and the
results achieved can
be considered as a
return on investment
and assessed in terms
of costs and benefits
Freely Inspired from Bratton J., Gold J., Human Resource Management,
Theory and Practice, Palgrave, 2003
Human Capital
What people bring (in a
variable and unpredictable
way) to the workplace:
intelligence, aptitudes,
commitment, tacit
knowledge, skills, ability to
learn, and will results in
behaviors favourable to the
success of the
organisation.
Freely Inspired from Bratton J., Gold J., Human Resource Management,
Theory and Practice, Palgrave, 2003
Nature of employment
relationship
Dynamic, interlocking
economic, legal, social,
and psychological
relations that exists
between individuals
and their work
organisations.
Freely Inspired from Bratton J., Gold J., Human Resource Management,
Theory and Practice, Palgrave, 2003
Nature of employment relationship
Economic: pay-effort bargain
Legal: law and statutory rights and
obligations affecting both parties
Social: individuals are members of
social groups and respond to social
norms
Antropological: sharing of values,
beliefs and underlying assumptions
Psychological: two way exchange
of perceived promises and
obligations
Freely Inspired from Bratton J., Gold J., Human Resource Management,
Theory and Practice, Palgrave, 2003
Psychological contract
Impact (beyond
expectations) on
Commitment
Work motivation
Task performance
On behalf of the individual
and
Organisational support
On behalf of the
organisation
Freely Inspired from Bratton J., Gold J., Human Resource Management,
Theory and Practice, Palgrave, 2003
Psychological
contract
=
A metaphor that
captures a variety of
largely unwritten
expectations and
understandings of the
two parties about their
mutual (perceived)
obligations.
Freely Inspired from Bratton J., Gold J., Human Resource Management,
Theory and Practice, Palgrave, 2003
Psychological
contract
___________
What do you think
about the concept of
the psychological
contract?
Freely Inspired from Bratton J., Gold J., Human Resource Management,
Theory and Practice, Palgrave, 2003
Human Resource
Multidimensional
Activity requires
awareness of
___________
Prerogatives
Contingencies
Skills
Freely Inspired from Bratton J., Gold J., Human Resource Management,
Theory and Practice, Palgrave, 2003
Human Resource
Prerogatives
___________
Planning
Staffing
Developing
Motivating
Maintaining
Making Relations
Making Change Happen
Auditing
Evaluating
Freely Inspired from Bratton J., Gold J., Human Resource Management,
Theory and Practice, Palgrave, 2003
Contingencies
affecting
Human Resource
___________
External context
Organisational strategy
Organisation
Freely Inspired from Bratton J., Gold J., Human Resource Management,
Theory and Practice, Palgrave, 2003
Human Resource
Skills
___________
Technical, cognitive,
interpersonal,
mentoring, teaching,
influence, legal,
communication.
Freely Inspired from Bratton J., Gold J., Human Resource Management,
Theory and Practice, Palgrave, 2003
Human Resource
Brings the attention on
___________
• Integration with strategic
planning
• Importance of the
psychological contract
• Importance of learning
• Focus on the individual
• Proactivity
• Performance outcome.
Freely Inspired from Bratton J., Gold J., Human Resource Management,
Theory and Practice, Palgrave, 2003
Paradoxes of
Human Resource
___________
Increase of demand for
productivity and autonomy of
workers (new organisational
design) conflicts with demand
for loyalty and commitment
(undermined)?
____________
A paradox involves ambiguity
and inconsistency: actions
undertaken in contrast with
goals
___________
Freely Inspired from Bratton J., Gold J., Human Resource Management,
Theory and Practice, Palgrave, 2003
Human Resource
Approach
Extent to which it has been
adopted
___________
• Systemic adoption:
scarce, no paradigm shift
yet
• Individual HR practices:
there has been a
remarkable take up.
Freely Inspired from Bratton J., Gold J., Human Resource Management,
Theory and Practice, Palgrave, 2003
Summary
___________
1. Primacy of people
2. Polisemy of human
resource terminology
3. Reciprocal
commitment
4. Different mind sets of
personnel, hard and
soft human resources
5. HR Paradox
6. Likelyhood of
paradigm shift
Freely Inspired from Bratton J., Gold J., Human Resource Management,
Theory and Practice, Palgrave, 2003
Assignment
___________
www.airbus.com
www.walmart.com
www.virgin.com
__________
Evaluate goals of HR
Department as
described on websites.
Freely Inspired from Bratton J., Gold J., Human Resource Management,
Theory and Practice, Palgrave, 2003
Searching the web
___________
www.hrhq.com
www.peoplemanage
ment.co.uk
www.ahri.com.au
www.ipm.co.za
Freely Inspired from Bratton J., Gold J., Human Resource Management,
Theory and Practice, Palgrave, 2003