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Francis and Keegan, HUMAN RESOURCE MANAGEMENT JOURNAL, VOL 16 NO 3,
2006 231
* HRM as business partner
. Thinking performer framework
. Operations to thinking performer
. . Strategy v operations, process v people
. Employee champion/advocate
. . Business Partner role
. Business partner v employee well being
. Shift to best practice and strategic role
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The changing face of HRM: in search of
balance, Helen Francis, Edinburgh Anne Keegan, Human Resource Management Journal, Vol 16, no 3, 2006, pages 231–249
. Thinking performer
. Strategic partner, business partner for business impact over employee champion
.. proposed by Ulrich and brockbank 2005
. Strategic amplification v employee well-being.
. Devolution to managers:
. In this context, it might be
naïve to assume that line managers have the time, the training or
the interest to give employee well-being the kind of priority it
deserves, especially when it appears to have increasingly less
priority amongst HR professionals themselves.
. The authors are very concerned HRM is losing its employee focus to strategic aspirations of practitioners, fueled by the cpd targets laidboit by the cops. And undoing that will take effort. Literature lacks practical advice to managers and employees and practitioners.
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THE MANAGEMENT OF ORGANISATIONAL CULTURE
Lesley Willcoxson & Bruce Millett Australian Journal of Management &
Organisational Behaviour, 3(2), 91-99
Excellent background on culture theory and references.
.shared perceptions of daily practices to be the
core of an organization’s culture .... employee values differed
more according to the demographic criteria of nationality, age, and
education than according to membership in the organization per
se.
The anarchist perception of organisational culture
implies the impossibility of effecting cultural change through
concerted change efforts, but it also highlights the centrality of
effective communication and management of diversity if the
loosely-coupled organisation is to remain functional and not break
apart (Weick 1991)
. a number of many strategies
and leverage points that can be used in organisations to manipulate
an organisation in terms of its overall culture and the
sub-cultures that are contained within. The management of culture
is based on a sophisticated understanding of the tacit and explicit
aspects that make-up the existing culture
.There are no definitive answers to
questions about the most appropriate way to change or maintain an
organisational culture in order to provide for success or, indeed,
whether change or maintenance is required in a given context — to
answer these question is the essential challenge facing the
strategic leader.
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