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Lecture 7:
Managing Human Resources
21129 Managing People and OrganisaEons

Dr Ace Simpson
Chapter 6, Clegg et al (2016)
Chapter 5, Clegg et al (2011)
Chapters 21, 22 & 23 Barron (2012)

Subject Overview
Session

Topic

FoundaEons of Management and OrganisaEons

Power, resistance and post-bureaucracy

Managing cultures

Leadership

Managing individuals

6
7

Managing teams and groups

Managing Human Resources

Managing sustainability: ethics and CSR

Managing globalisaEon

10

Managing communicaEon

11

Managing knowledge, innovaEon and change

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Dont Drop Out, Drop In

Talk before you walk
Consult your:
lecturer, tutor, academic advisor, academic liaison
ocer or course coordinator to nd out all your
opEons.

Or see:
UTS Counselling Service
City: 9514 1177, Building 1, level 6

uts.edu.au

ReecAon
What would you describe as your ideal work
environment?
What has this to do with HR?
How do you think the role of HR has changed
over the years?

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OUTLINE

DeniEon & Core FuncEons

CompeEng HRM perspecEves
Strategic HRM
HR in changing contexts
Legal & industrial consideraEons
CriEcal perspecEves
Conscious capitalism & PosiEve Psychology
Conclusion

DeniAon: Human Resource

Management (HRM)
(Clegg, Kornberger & Pitsis 2016)

The process & pracEce of managing &

advising management on sta:
recruitment
selecEon
retenEon
development

Performed in an increasingly complex

legal and social environment

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Core FuncAons
Recruitment
Processes & pracEces used to a`ract suitable employees
SelecAon
Tools, methods & criteria for employee selecEon
RetenAon
PracEces & process used for sta retenEon, which oaen
includes
Development
Processes, procedures & policies to enhance employee
skills, knowledge, & capabiliEes in relaEon to their career &
their job
But also assessment & ring people

Employee Brand
1. Atlassian
Employees: 804
Industry: InformaEon Technology
Global revenue: 215,000,000
Ownership: Private

2. Mecca Brands
Employees: 1060
Industry: Retail
Global revenue: 110,866,000
Ownership: Private

3. OpAver
Employees: 258
Industry: Financial Services & Insurance
Ownership: Private
greatplacetowork.com

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2015 Winner: Atlassian

Atlassian HR Video

OUTLINE

DeniEon & Core FuncEons

CompeEng HRM perspecEves
Strategic HRM
HR in changing contexts
Legal & industrial consideraEons
CriEcal perspecEves
Conscious capitalism & PosiEve Psychology
Conclusion

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Michigan Model = Hard HRM

(Fombrun, Tichy and Devanna, 1984)

Taylorist (bureaucraEc) roots

workers distrusted, viewed as lazy, irresponsible & self-interested

Interests of company & individual at opposites

Require Eght control & monitoring

Employees = a resource, machine or means

MoEvated by extrinsic rewards (i.e. McGregors Theory X)
Role of HRM = furthering the compeEEve advantage of the
organizaEon by matching people to tasks

Harvard Model = So] HRM
(Beer et al, 1984)

workers seek relaEonships, meaning & fullment in work (post
bureaucraEc)

Human RelaEons tradiEon

Engendering commitment through empowerment, self-direcEon

& communicaEon
MoEvated by intrinsic rewards (i.e. McGregors Theory Y)
Emphasise matching jobs to people & provide training &
development
HRM focus on organisaEonal performance with equal concern
for employee wellbeing

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OUTLINE

DeniEon & Core FuncEons

CompeEng HRM perspecEves
Strategic HRM
HR in changing contexts
Legal & industrial consideraEons
CriEcal perspecEves
Conscious capitalism & PosiEve Psychology
Conclusion

Strategic HRM
(Schuler & MacMillan 1984)

Contributes to the organisaEons objecEves by

ensuring that:
Key HRM funcEons are consistent with
business strategy
People understand key strategic intenEons &
objecEves
People are abiding through performance
measurement

Becoming a business partner

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Case Study: South West Airlines

Link to South West Country

Link to South West Rap

OUTLINE

DeniEon & Core FuncEons

CompeEng HRM perspecEves
Strategic HRM
HR in changing contexts
Legal & industrial consideraEons
CriEcal perspecEves
Conscious capitalism & PosiEve Psychology
Conclusion

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GeneraAonal Changes in Employee Needs

Baby boomers (19461964)

Hard work, career orientaEon

Entering reErement = Replacement/Knowledge transfer

GeneraEon X or Baby-Busters (19651980)

Work-life balance
Require smart/exible work arrangements

GeneraEon Y or Millenniums (1981+)

Low interest in job security

Rely on family, collaboraEve work in groups
Diculty for organizaEons geared towards workplace
compeEEon
Dicult to moEvate with usual control/reward tools

Changing knowledge
Knowledge: Rather than being embodied in the process or
product, knowledge resides in experts & its applicaEon is
customized in real Eme based on clients needs
Skilled workforce
Unskilled manpower
IT enabled
Knowledge intensive
EmoEonal intelligence

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OUTLINE

DeniEon & Core FuncEons

CompeEng HRM perspecEves
Strategic HRM
HR in changing contexts
Legal & industrial consideraEons
CriEcal perspecEves
Conscious capitalism & PosiEve Psychology
Conclusion

Equity & Diversity

(Barron 2013, Chapters 21, 22 & 23)

Diversity
Variety in people based on geography, culture, gender,
spirituality, language, disability, sexuality & age
Equity
Diversity is valued and protected and people from diverse
backgrounds & treated equitably & fairly
ArmaDve acDon
Policies that address insEtuEonalised discriminaEon against
people of diverse backgrounds by discriminaEng in favour of
people perceived as belonging to categories that are
disadvantaged

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Equity & HR funcAons

Prohibited interview quesEons

Marital status/children, race, religion, age, sexual orientaEon,

disability, health

DiscriminaEon

Refuse to hire, discipline, re, deny training, pay less/demote,

harass

Sexual harassment

Rubbing shoulders, lewd comments, email jokes, pictures

posted

Negligent retenEon

Failure to remove employee from posiEon of authority aaer

misuse of authority poses danger to others

Wrongful terminaEon

Refusing to break the law, retaliaEon for discriminaEon claim,

taking parental leave, not following own rules/policies, for
reasons not included in contract

Is There DiscriminaAon in Australian

Workplace Recruitment?
Chat with your colleagues
Rock the vote!
580004
pingo.upb.de

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DiscriminaAon in Workplace Recruitment

(Almedia, Fernando & Sheridan 2012)

Human Capital Lens assumes equal treatment

in recruitment based upon skills
(qualicaEons, experience, knowledge)
Fails to consider organizaEonal factors:
Client ethnicity
Management style
Restricted job specicaEons

OccupaAonal Health and Safety (OHS)

LegislaEon, policies, acts, pracEces & processes aimed

at protecEng all workers from injury & death in the
workplace:
Machines
Conned spaces
Noise
Temperature extremes
Toxic environments
Psychological stress
Bullying
Burnout
Sexual harassment

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Role of unions
Unions
An associaEon of wage-earning employees mobilized &
organized in order to represent its consEtuents
interests
Main roles: negoEaEon & assistance of members

Historical contribuDons
OverEme pay
Reduced work hours
Holiday leave
Paid maternity/paternity leave

OUTLINE

DeniEon & Core FuncEons

CompeEng HRM perspecEves
Strategic HRM
HR in changing contexts
Legal & industrial consideraEons
CriEcal perspecEves
Conscious capitalism & PosiEve Psychology
Conclusion

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Managing Resources
(Clegg, Kornberger & Pitsis 2016)

Natural
Energy
Financial
Technological
InformaEonal
Online
Human? (are we sill in the slave trade?; humans
are not merely expendable resources!)

Hard & So]: Rhetoric vs. Reality

Dierent assumpEons but same objecEve
- Control through monitoring or
- Control through commitment (soa power)

Common principal is the uElisaEon of HR to

achieve organisaEonal objecEves

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OUTLINE

DeniEon & Core FuncEons

CompeEng HRM perspecEves
Strategic HRM
HR in changing contexts
Legal & industrial consideraEons
CriEcal perspecEves
Conscious capitalism & PosiEve Psychology
Conclusion

Whats Your MoAvaAon to Work/

Study?
Chat with your colleagues
Rock the vote!
580004
pingo.upb.de

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Conscious Capitalism @ WholeFoods

(Mackay 2011, Sisodia 2011)

Recruit for calling work-orientaEon (Wrzesniewski

et al 1997):

Job orientaEon (work for extrinsic rewards)

Career orientaEon (work for promoEon)
Calling orientaEon (work to contribute to higher
purpose/meaning)

Egalitarian benets
Health & wellness

PosiAve Psychology: Strengths

Values in AcEon (VIA) Project
6 abstract virtues
Several pathways for expressing each

24 strengths
Measurable (using VIA scale) www.authenEchappiness.com
Developable

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ApplicaAons: Recruitment & RetenAon

(Linley, Harrington & Hill 2005; Stairs, Galpin, Page & Linley 2006)

Strengths based job descripEons &

selecEon (as opposed to competencies
based selecEon)
Facilitates job craaing
Greater engagement & retenEon
Reduced absenteeism, presenteeism &
rehiring costs

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OUTLINE

DeniEon & Core FuncEons

CompeEng HRM perspecEves
Strategic HRM
HR in changing contexts
Legal & industrial consideraEons
CriEcal perspecEves
Conscious capitalism & PosiEve Psychology
Conclusion

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Conclusion
The hard-Michigan model of HRM was based upon
Taylorist-bureaucraEc assumpEons
The compeEng soa-Harvard model of HRM is based
upon humanisEc assumpEons
Strategic HRM is based upon integraEng HRM pracEces
with the companys specic business model
GeneraEonal changes are also important to consider
Changing knowledge needs also inuence HRM
pracEces
We are also seeing the increased applicaEon of legal
consideraEons, social values & PosiEve Psychology
consideraEons to HRM pracEces

Conclusion: Essay outline

Argument: In the post-bureaucraEc era the most important responsibility of HR managers is ensuring that employees
do their jobs & are properly moEvated by a balance of extrinsic and intrinsic rewards however this approach will
not be fully eecEve if employees feel they are being manipulated.

IntroducEon: State argument summarise structure/conclusion.

Body:

1.

In the bureaucraEc (Taylorist) era, employees were assumed to just seek extrinsic rewards, however, this is
hardly the case. The rise of resistance and union movements indicate that employees also seek dignity, safety
and fairness (Courpasson & Clegg 2012), although this has not always been oered (Almeida, Fernando &
Sheridan 2012).

2.

The Human RelaEons movement in the post-bureaucraEc era further holds that employees also seek
emoEonal support and empowerment and will be more commi`ed to organizaEons that oer this support
(Josserand, Villeseche & Bardon 2012; Simpson, Clegg & Cunha 2013).

3.

GeneraEonal changes in employee axtudes and values also indicate other needs (Clegg, Courpasson & Pitsis
2011).

4.

There is also a risk, however, of loosing employee respect when organizaEons are seen to oer support as
another form of control and manipulaEon (Rosen 1988; Simpson, Clegg & Cuhna 2013).

Conclusion: In the post-bureaucraEc era employees seek more than just workplace rewards, they also seek genuine
trust, respect, emoEonal fulllment and a sense of meaning and contribuEon to a higher purpose.

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Next week
Lecture: Managing sustainably: Ethics and CSR
(Chapter 13 Clegg et al 2016)

Tutorial reading: Stubbs, W. & Cocklin, C.

2008, 'Conceptualizing a sustainability
business model', OrganizaDon &
Environment, vol. 21, no. 2, pp. 103- 27.

Selected References
Almeida, S., Fernando, M. & Sheridan, A. 2012, 'Revealing the screening: OrganisaEonal factors inuencing the
recruitment of immigrant professionals', The InternaDonal Journal of Human Resource Management,
vol. 23, no. 9, pp. 1950-65.
Barron, M. 2013, Fundamentals of business law, McGraw-Hill Higher EducaEon, Sydney.
Beer, M., Spector, B.A., Lawrence, P.R., Mills, D.Q. & Walton, R.E. 1985, Human resource management: A general
manager's perspecDve: Text and cases, Free Press, New York.
Clegg, S.R., Kornberger, M. & Pitsis, T. 2012, Managing and organizaDons: An introducDon to theory and pracDce,
3rd edn, Sage, London.
Du`on, J.E. & Workman, K.M. 2011, 'Commentary on why compassion counts!: Compassion as a generaEve force',
Journal of Management Inquiry, vol. 20, no. 4, pp. 402-6.
Fombrun, C.J., Tichy, N.M. & Devanna, M.A. 1984, Strategic human resource management, John Wiley & Sons, New
York.
Kanov, J.M., Maitlis, S., Worline, M.C., Du`on, J.E., Frost, P.J. & Lilius, J.M. 2004, 'Compassion in organizaEonal life',
American Behavioral ScienDst, vol. 47, no. 6, pp. 808-27.
Linley, P.A., Harrington, S. & Hill, J.R.W. 2005, 'SelecEon and development: A new perspecEve on some old
problems', . SelecDon and Development Review, vol. 21, no. 5, pp. 3-6.
Park, N., Peterson, C. & Seligman, M.E.P. 2004, 'Strengths of character and well-being', Journal of Social and Clinical
Psychology, vol. 23, no. 5, pp. 603-19.
Schuler, R.S. & MacMillan, I.C. 1984, 'Gaining compeEEve advantage through human resource management
pracEces', Human Resource Management, vol. 23, no. 3, pp. 241-55.
Wrzesniewski, A., McCauley, C., Rozin, P. & Schwartz, B. 1997, 'Jobs, careers, and callings: People's relaEons to their
work', Journal of Research in Personality, vol. 31, no. 1, pp. 21-33.

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Thank you

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