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The role of the HR practitioner ❚ 77The Tyson and Fell (1986) modelThis is the classic model, which describes three types of practitioner:1. The clerk of works – all authority for action is vested in line managers. HR policiesare formed or created after the actions that led to the need. Policies are not integralto the business and are short term and ad hoc. Authority is vested in linemanagers and HR activities are largely routine – employment and day-to-dayadministration.2. The contracts manager – policies are well established, often implicit, with a heavyindustrial relations emphasis, possibly derived from an employers association.The HR department will use fairly sophisticated systems, especially in the fieldof employee relations. The HR manager is likely to be a professional or veryexperienced in industrial relations. He or she will not be on the board and,although having some authority to ‘police’ the implementation of policies, actsmainly in an interpretative, not a creative or innovative, role.3. The architect – explicit HR policies exist as part of the corporate strategy. Humanresource planning and development are important concepts and a long-termview is taken. Systems tend to be sophisticated. The head of the HR function isprobably on the board and his or her power is derived from professionalism andperceived contribution to the business.Although insightful and relevant at the time this model does not express thecomplexities of the HR role as later ones do.Kathleen Monks (1992)The four types of practitioner identified by Monks following research in 97 organizationsin Ireland extended those developed by Tyson and Fell:1. Traditional/administrative – in this model the personnel practitioners have mainlya support role with the focus on administrative matters, record-keeping andadherence to rules and regulations.2. Traditional/industrial relations – personnel practitioners concentrate on industrialrelations, giving their other functions lower priority.3. Innovative/professional – personnel specialists are professional and expert. Theyaim to remove traditional practices and replace them with improved humanresource planning, recruitment and development, and reward policies andpractices.
78 ❚ Managing people4. Innovative/sophisticated – personnel specialists are on the board, take part in integratingHR and business strategies, and are recognized as making an importantcontribution to organizational success. They develop and deliver sophisticatedservices in each of the main HR areas.John Storey (1992a)Storey’s model suggests a two-dimensional map: interventionary/non-interventionaryand strategic/tactical, as illustrated in Figure 4.1. From this he identifies fourroles:1. Change masters (interventionary/strategic), which is close to the HRM model.2. Advisers (non-interventionary/strategic) who act as internal consultants, leavingmuch of HR practice to line managers.3. Regulators (interventionary/tactical) who are ‘managers of discontent’ concernedwith formulating and monitoring employment rules.4. Handmaidens (non-interventionary/tactical) who merely provide a service tomeet the demands of line managers.StrategicCHANGEMAKERSADVISERSInterventionaryNon-interventionaryREGULATORSHANDMAIDENSTacticalFigure 4.1 Types of personnel management (Source: Storey, 1992a)
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A Handbook ofHUMANRESOURCEMANAGEMEN
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ContentsList of figuresList of tabl
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Contents ❚ vii9 Developing and im
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Contents ❚ ix20 How organizations
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Contents ❚ xi31 Release from the
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Contents ❚ xv53 Employee voice 80
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List of figures0.1 Route map xxvi0.
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List of figures ❚ xix43.6 Integra
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xxii ❚ List of tables42.1 Economi
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PrefaceThis tenth edition of A Hand
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Part IManaging peopleThis part unde
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1Human resource managementThe terms
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Human resource management ❚ 5Huma
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Human resource management ❚ 9Huma
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12 ❚ Managing peoplemanaging huma
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14 ❚ Managing peoplethe HRM syste
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16 ❚ Managing peopleGuest (1991)
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18 ❚ Managing peopleContradiction
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20 ❚ Managing peopleThe differenc
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22 ❚ Managing peopleTable 1.2cont
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Page 51 and 52: Human resource management ❚ 27●
Page 53 and 54: 30 ❚ Managing peopleThe Accountin
Page 55 and 56: 32 ❚ Managing peopleHowever, rese
Page 57 and 58: 34 ❚ Managing peopleThe choices t
Page 59 and 60: 36 ❚ Managing peoplepractice; it
Page 61 and 62: 38 ❚ Managing peoplethe firm crea
Page 63 and 64: 40 ❚ Managing peopleThe organizat
Page 65 and 66: 42 ❚ Managing peopleNationwide to
Page 67 and 68: 44 ❚ Managing peoplepredominantly
Page 69 and 70: 46 ❚ Managing peopleIn more detai
Page 71 and 72: 48 ❚ Managing peoplemanaged, but
Page 73 and 74: 50 ❚ Managing people●●set out
Page 75 and 76: 3Role of the HR functionHR function
Page 77 and 78: Role of the HR function ❚ 55facil
Page 79 and 80: Role of the HR function ❚ 57pract
Page 81 and 82: Role of the HR function ❚ 59which
Page 83 and 84: Role of the HR function ❚ 61stand
Page 85 and 86: Role of the HR function ❚ 63monit
Page 87 and 88: Role of the HR function ❚ 651. De
Page 89 and 90: Role of the HR function ❚ 67●
Page 91 and 92: Role of the HR function ❚ 69The m
Page 93 and 94: 72 ❚ Managing peoplequalified, ar
Page 95 and 96: 74 ❚ Managing peopleThe innovatio
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Page 105 and 106: 84 ❚ Managing peopleETHICAL CONSI
Page 107 and 108: 86 ❚ Managing peoplecompetence re
Page 109 and 110: 88 ❚ Managing peopleClassical per
Page 111 and 112: 90 ❚ Managing peopleTable 4.1Comp
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Page 117 and 118: 96 ❚ Managing peopleaspects like
Page 119 and 120: 98 ❚ Managing peopleto carry out
Page 121 and 122: 100 ❚ Managing peoplethe need to
Page 123 and 124: 102 ❚ Managing peopleHowever, Bre
Page 125 and 126: 104 ❚ Managing peopleweights betw
Page 127 and 128: 106 ❚ Managing peopleRole specifi
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Page 131 and 132: Part IIHuman resourcemanagement pro
Page 133 and 134: 114 ❚ HRM processesorganization
Page 135 and 136: 116 ❚ HRM processes1. the use of
Page 137 and 138: 118 ❚ HRM processesand HR policie
Page 139 and 140: 120 ❚ HRM processes●●●●th
Page 141 and 142: 8HR strategiesStrategic HRM leads t
Page 143 and 144: HR strategies ❚ 125the organizati
Page 145 and 146: HR strategies ❚ 127●●●●
Page 147 and 148: HR strategies ❚ 129CRITERIA FOR A
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132 ❚ HRM processesPROPOSITIONS A
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134 ❚ HRM processesprocess of dev
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136 ❚ HRM processesTable 9.1Linki
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138 ❚ HRM processeswhich focuses
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140 ❚ HRM processesmutually reinf
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142 ❚ HRM processesAnalysis:● W
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144 ❚ HRM processesOne principal
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10HRM policiesWHAT HUMAN RESOURCE P
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HRM policies ❚ 149they could dist
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HRM policies ❚ 151Managing divers
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HRM policies ❚ 153Involvement and
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HRM policies ❚ 155Substance abuse
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HRM policies ❚ 1579. Consult, dis
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160 ❚ HRM processes●●●●
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162 ❚ HRM processesTable 11.1Inci
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164 ❚ HRM processesCOVERAGE OF CO
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166 ❚ HRM processesemployee’s d
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168 ❚ HRM processesbehaviour. Thi
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170 ❚ HRM processes●●●●
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12Knowledge managementKnowledge man
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Knowledge management ❚ 175THE CON
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Knowledge management ❚ 177various
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Knowledge management ❚ 179The pac
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Knowledge management ❚ 1813. Advi
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Knowledge management ❚ 183Resourc
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Knowledge management ❚ 185Organiz
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13Analysing roles, competenciesand
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Analysing roles, competencies and s
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14The nature of workIn this chapter
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The nature of work ❚ 207mechanism
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The nature of work ❚ 2091998b), f
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The nature of work ❚ 211(working
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The nature of work ❚ 213Table 14.
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216 ❚ Work and employmentParties
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218 ❚ Work and employmentSIGNIFIC
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220 ❚ Work and employment●●
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222 ❚ Work and employmentClearly,
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16The psychological contractThe emp
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The psychological contract ❚ 227o
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The psychological contract ❚ 229a
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The psychological contract ❚ 231T
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The psychological contract ❚ 233H
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The psychological contract ❚ 235r
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Part IVOrganizationalbehaviourPeopl
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17Characteristics of peopleTo manag
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Characteristics of people ❚ 241In
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Characteristics of people ❚ 243On
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Characteristics of people ❚ 245de
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Characteristics of people ❚ 247RO
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Characteristics of people ❚ 249
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252 ❚ Organizational behaviourUnf
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254 ❚ Organizational behaviourThe
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256 ❚ Organizational behaviourTab
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258 ❚ Organizational behaviour2.
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260 ❚ Organizational behaviourmor
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262 ❚ Organizational behaviourAs
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264 ❚ Organizational behaviourJOB
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266 ❚ Organizational behaviourtha
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268 ❚ Organizational behaviourare
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19Organizational commitment andenga
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Organizational commitment and engag
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20How organizations functionBASIC C
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How organizations function ❚ 285
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How organizations function ❚ 287M
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How organizations function ❚ 289O
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How organizations function ❚ 291T
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How organizations function ❚ 293I
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How organizations function ❚ 295G
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How organizations function ❚ 297
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How organizations function ❚ 299A
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How organizations function ❚ 301C
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304 ❚ Organizational behaviourThe
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306 ❚ Organizational behaviourpar
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308 ❚ Organizational behaviourthe
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310 ❚ Organizational behaviourHar
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312 ❚ Organizational behaviourOrg
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314 ❚ Organizational behaviourgoo
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316 ❚ Organizational behaviourtha
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22Organization designThe management
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Organization design ❚ 321●●
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Organization design ❚ 323consider
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Organization design ❚ 325new acti
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328 ❚ Organization, design and de
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24Organizational development,change
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Organizational development, change
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360 ❚ People resourcingcharacteri
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25Human resource planningDefinition
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Human resource planning ❚ 365func
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Human resource planning ❚ 367(199
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Human resource planning ❚ 369circ
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Human resource planning ❚ 371Obje
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Human resource planning ❚ 373what
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Human resource planning ❚ 375●
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Human resource planning ❚ 377empl
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Human resource planning ❚ 379Half
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Human resource planning ❚ 381fort
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Human resource planning ❚ 383the
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Human resource planning ❚ 385It s
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Human resource planning ❚ 387Over
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26Talent managementTalent managemen
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Talent management ❚ 391Attraction
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Talent management ❚ 393increasing
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Talent management ❚ 395Creating a
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Talent management ❚ 397as their a
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Talent management ❚ 399●●●
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Talent management ❚ 401GrowthProg
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Talent management ❚ 403This infor
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Talent management ❚ 405It is poss
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Talent management ❚ 407Formal car
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27Recruitment and selectionTHE RECR
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Recruitment and selection ❚ 411
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Recruitment and selection ❚ 4135.
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Recruitment and selection ❚ 415ca
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Recruitment and selection ❚ 417ey
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Recruitment and selection ❚ 421on
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Recruitment and selection ❚ 423OU
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Recruitment and selection ❚ 425AP
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Recruitment and selection ❚ 427Ad
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Recruitment and selection ❚ 429we
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Recruitment and selection ❚ 4331.
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Recruitment and selection ❚ 435(r
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Recruitment and selection ❚ 437st
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440 ❚ People resourcingcandidate
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442 ❚ People resourcingrequiremen
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444 ❚ People resourcingidentify t
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446 ❚ People resourcinggoes on in
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448 ❚ People resourcingLISTENINGS
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450 ❚ People resourcinginterview
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452 ❚ People resourcingThe follow
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454 ❚ People resourcingQuestions
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456 ❚ People resourcingQuestions
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458 ❚ People resourcingsaying. Wh
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460 ❚ People resourcing●●make
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462 ❚ People resourcingindividual
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464 ❚ People resourcingand measur
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466 ❚ People resourcingprocedure,
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468 ❚ People resourcingCHOOSING T
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30Introduction to the organizationI
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Introduction to the organization
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31Release from the organizationGENE
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Release from the organization ❚ 4
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32The basis of performancemanagemen
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The basis of performance management
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33The process of performancemanagem
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The process of performance manageme
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522 ❚ Performance managementManag
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524 ❚ Performance management●be
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526 ❚ Performance managementActio
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528 ❚ Performance management●
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Part VIIIHuman resourcedevelopmentH
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534 ❚ Human resource developmentS
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536 ❚ Human resource developmentS
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36Organizational learning and thele
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Organizational learning and the lea
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550 ❚ Human resource developmentA
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552 ❚ Human resource developmentL
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556 ❚ Human resource developmentE
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558 ❚ Human resource developmentT
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560 ❚ Human resource developmentT
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562 ❚ Human resource developmente
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564 ❚ Human resource developmentI
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568 ❚ Human resource development
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570 ❚ Human resource developmentB
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574 ❚ Human resource development5
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576 ❚ Human resource developmente
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578 ❚ Human resource developmenti
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580 ❚ Human resource developmentw
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582 ❚ Human resource developmentp
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588 ❚ Human resource developmentD
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594 ❚ Human resource developmentN
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598 ❚ Human resource developmentF
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602 ❚ Human resource developmentD
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604 ❚ Human resource developmentw
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608 ❚ Human resource developmentr
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610 ❚ Human resource developmentI
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612 ❚ Human resource developmentp
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620 ❚ Human resource developmentt
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42Reward managementThis chapter pro
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Reward management ❚ 625The philos
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Reward management ❚ 627Reward pol
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Reward management ❚ 629Performanc
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Reward management ❚ 631Base payTr
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Reward management ❚ 633MODEL OF T
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Reward management ❚ 635Elements o
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Reward management ❚ 637Table 42.2
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Reward management ❚ 639Payment-by
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Reward management ❚ 641Table 42.3
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644 ❚ Rewarding peopleprocesses t
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646 ❚ Rewarding peopleWhat should
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648 ❚ Rewarding peopleExamples of
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650 ❚ Rewarding peopleReward phil
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652 ❚ Rewarding people1. They hav
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654 ❚ Rewarding peopleAs stated i
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656 ❚ Rewarding peopleOther examp
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44Job evaluationJob evaluation is o
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Job evaluation ❚ 661elements are
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Job evaluation ❚ 663‘matched’
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Job evaluation ❚ 665receives one
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Job evaluation ❚ 667A ‘propriet
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Job evaluation ❚ 669Table 44.1Com
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Job evaluation ❚ 671Making the ch
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Job evaluation ❚ 673Design and pr
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Job evaluation ❚ 675ActivityMonth
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Job evaluation ❚ 677Step 4. Formu
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Job evaluation ❚ 679weighting is
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45Market rate analysisPURPOSETo ens
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Market rate analysis ❚ 683●job
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Market rate analysis ❚ 685to take
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Market rate analysis ❚ 687Table 4
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690 ❚ Rewarding peoplePAY STRUCTU
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692 ❚ Rewarding people£Figure 46
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694 ❚ Rewarding people£Figure 46
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696 ❚ Rewarding peopleCareer fami
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698 ❚ Rewarding peopleor start-up
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700 ❚ Rewarding peopleTable 46.1c
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702 ❚ Rewarding peoplewhen the di
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704 ❚ Rewarding peoplePay range o
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47Contingent payThis chapter starts
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Contingent pay ❚ 709persists in t
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Contingent pay ❚ 711●●●●
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Contingent pay ❚ 713CRITERIA FOR
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Contingent pay ❚ 715Basis of sche
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Contingent pay ❚ 717The case for
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Contingent pay ❚ 719ApplicationSk
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Contingent pay ❚ 721The arguments
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Contingent pay ❚ 723Table 47.1con
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Contingent pay ❚ 725●●●●
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Contingent pay ❚ 727Save-As-You-E
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730 ❚ Rewarding peoplenormal bene
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732 ❚ Rewarding peopleoutside the
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734 ❚ Rewarding peopleDevelopment
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49Managing reward systemsManaging r
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Managing reward systems ❚ 739EVAL
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Managing reward systems ❚ 741visi
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Managing reward systems ❚ 743high
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Managing reward systems ❚ 745REWA
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Managing reward systems ❚ 747Devo
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Managing reward systems ❚ 749What
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752 ❚ Employee relationsmainly co
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754 ❚ Employee relationsdescripti
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756 ❚ Employee relationsis greate
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758 ❚ Employee relationssome degr
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760 ❚ Employee relationsEmployees
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762 ❚ Employee relationsGuest not
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764 ❚ Employee relationswere that
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766 ❚ Employee relations‘Manage
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768 ❚ Employee relationsThe Trade
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770 ❚ Employee relationsInstituti
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51Employee relations processesEmplo
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Employee relations processes ❚ 77
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52Negotiating and bargainingCollect
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Negotiating and bargaining ❚ 797c
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Negotiating and bargaining ❚ 799U
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Negotiating and bargaining ❚ 801%
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Negotiating and bargaining ❚ 803C
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Negotiating and bargaining ❚ 805t
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808 ❚ Employee relationsINVOLVEME
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810 ❚ Employee relationsFACTORS A
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812 ❚ Employee relationstrained,
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814 ❚ Employee relationsSUGGESTIO
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54CommunicationsOrganizations funct
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Communications ❚ 819very much abo
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Communications ❚ 821Communication
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Communications ❚ 823BulletinsBull
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Communications ❚ 825A team briefi
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55Health and safetyHealth and safet
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Health and safety ❚ 831the over-r
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Health and safety ❚ 833for the he
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Health and safety ❚ 835●●●W
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Health and safety ❚ 837Procedures
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Health and safety ❚ 839●●●
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Health and safety ❚ 841ACCIDENT P
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Health and safety ❚ 843informatio
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56Welfare servicesWelfare services
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Welfare services ❚ 847effect, pla
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Welfare services ❚ 849part-time s
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Welfare services ❚ 851GROUP WELFA
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Welfare services ❚ 853discuss per
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57Employment practicesEmployment pr
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Employment practices ❚ 859●●
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Employment practices ❚ 861The pol
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Employment practices ❚ 863The Wor
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Employment practices ❚ 867ETHNIC
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Employment practices ❚ 8692. allo
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Employment practices ❚ 871Solutio
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Employment practices ❚ 873SUBSTAN
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Employment practices ❚ 875unsuita
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880 ❚ Employment and HRM services
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908 ❚ AppendixHow to complete the
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ReferencesACAS (1982) Developments
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References ❚ 913Armstrong, M and
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References ❚ 915Bessant, J, Caffy
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References ❚ 917Brown, D (1998) P
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References ❚ 919Chartered Institu
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References ❚ 921Digman, L A (1990
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References ❚ 923Fein, M (1970) Ap
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References ❚ 925Gratton, L, Haile
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References ❚ 927Hall, L and Torri
Page 905 and 906:
References ❚ 929Hoyle, E (1995)
Page 907 and 908:
References ❚ 931IRS Employment Tr
Page 909 and 910:
References ❚ 933Kessler, S and Un
Page 911 and 912:
References ❚ 935Littler, C and Sa
Page 913 and 914:
References ❚ 937Mayo, A and Lank,
Page 915 and 916:
References ❚ 939Nielsen, N H (200
Page 917 and 918:
References ❚ 941Porter, M (1980)
Page 919 and 920:
References ❚ 943Rodger, A (1952)
Page 921 and 922:
References ❚ 945Sims, R R (1994)
Page 923 and 924:
References ❚ 947Tannenbaum S I, B
Page 925 and 926:
References ❚ 949Walker, N (2004)
Page 927 and 928:
References ❚ 951Wright, D S and T
Page 929 and 930:
954 ❚ Subject indexattraction pol
Page 931 and 932:
956 ❚ Subject indexdefining techn
Page 933 and 934:
958 ❚ Subject indexunitary view 7
Page 935 and 936:
960 ❚ Subject indexgrade structur
Page 937 and 938:
962 ❚ Subject indexlinking HR wit
Page 939 and 940:
964 ❚ Subject indexinternational
Page 941 and 942:
966 ❚ Subject indexlearning needs
Page 943 and 944:
968 ❚ Subject indexinfluence of t
Page 945 and 946:
970 ❚ Subject indexand role analy
Page 947 and 948:
972 ❚ Subject indexreward systems
Page 949 and 950:
974 ❚ Subject indexstand-by allow
Page 951 and 952:
976 ❚ Subject indexvoice see empl
Page 953 and 954:
978 ❚ Author indexBradley, P 107-
Page 955 and 956:
980 ❚ Author indexLeventhal, S 22
Page 957:
982 ❚ Author indexUndy, R 215-16U
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