CONTEMPORARY ISSUES. OXFORD UNIVERSITY PRESS Southern Africa. C Brewster L Carey P Grobler P Holland SWdmich. gaining a competitive advantage

Transcription

1 CONTEMPORARY ISSUES gaining a competitive advantage C Brewster L Carey P Grobler P Holland SWdmich OXFORD UNIVERSITY PRESS Southern Africa

2 Table of contents Acknowledgements About the authors Preface XVII xix xxiii Human resource management's role in the evolving paradigm The origins of HRM 1.2 The new role of HRM 1.3 The new employee-employer relationship 1.4 Innovative approaches to HRM Self-managed work teams Alternative workplace ;.' E-HRM Talent management Case study: Just putting you on hold... Protea Bank Appendix 1.1 Teleworking - organisational, societal, and individual advantages and challenges Appendix 1.2 Addressing the risks of working at home

3 viii CONTEMPORARY ISSUES IN HUMAN RESOURCE MANAGEMENT 3e 2 Human resources and the competitive advantage What is a'competitive advantage'? Sources of competitive advantage HR's role in gaining a competitive advantage The resource-based paradigm The best-practices paradigm The process paradigm Case study: Outsourcing: Can it work? Human resources and leadership * What is leadership? What leaders do on the job Successful and unsuccessful leadership 52 (, 3.4 Individual models of leadership Traits-based approach Behavioural-based approach Situational-based approach Group models of leadership Cross-functional teams Self-managed teams Executive teams Organisational models of leadership Transactional-based approach Transformational-based approach Charismatic-based approach Managerial-based approach Strategic-based approach Institutional leadership 60

4 Contents ix E-leadership approach 3.7 Techniques for leadership training and development 3.8 The leadership role of HRM Case study: Sam Magubane - Sun Sporting Goods The strategic role of human resource management The basic principles of SHRM 4.2 The relationship between strategic management and SHRM The technical system The political system The cultural system 4.3 The design of an HR strategy 4.4 Models of SHRM Organisational SHRM content models Functional SHRM content models Organisational SHRM process models Functional SHRM process models ^General SHRM models Models of 'fit' versus 'flexibility' Case study: Happy Sky Company: Aligning human resource functions with strategic objectives Appendix 4.1 SHRM in the city of Clearwater, Florida (USA)

5 x CONTEMPORARY ISSUES IN HUMAN RESOURCE MANAGEMENT 3e 5 Managing flexible patterns of work for competitive advantage What is flexibility? Functional flexibility Numerical flexibility Work-time flexibility Financial flexibility Procedural flexibility Regulatory flexibility Mobility flexibility Cognitive flexibility Organisational flexibility Organisation readiness for flex work Flexibility and organisational design The flexible firm or core-periphery model The changing dynamics of flexibility New workers -the changing dynamics of the flexible core worker ' New organisations - the changing dynamics of the flexible organisation New perspectives - flexible workers need flexible managers Advantages and disadvantages of flexible patterns of work The employer perspective on flexible patterns of work The employee perspective on flexible patterns of work Case study:. Managing diversity for competitive advantage at Deloitte &Touche (now Deloitte)

6 Contents xi Talent management - An HR challenge Attraction and retention - a theoretical perspective Talent management and the demographic time-bomb Building a new paradigm Embrace a talent mindset Craft a winning employee value proposition (EVP) Rebuild your recruitment strategy Weave development into your organisation Differentiate and affirm your people Talent management in practice Case study: Developing talent at Kyphon and Triage - different but similar Measuring human resource management within organisations The Balanced Scorecard Compiling the Balanced Scorecard-who is responsible? Implementing the Balanced Scorecard within an organisation The HR Scorecard Building an HR Scorecard How does the HR Scorecard work? 153

7 xii CONTEMPORARY ISSUES IN HUMAN RESOURCE MANAGEMENT 3e 7.3 The Workforce Scorecard The composition of the Workforce Scorecard Implementing the Workforce Scorecard Case study: IBM's HR takes a risk , 164 Appendix 7.1 Assessing the need for a Balanced Scorecard Ethical issues and challenges in human resource management T Ethics and the South African business environment Ethical dimensions of a strategic HRM paradigm The problem of dual loyalties HR professional codes of conduct An integrity-oriented approach to strategic business partnership Ethica [decision-making frameworks The consequences of actions: Teleological theory The importance of duty to others: Deontological theory Fairness: The idea of justice Individual entitlements: Rights Convergence across normative ethical theories Ethical issues and challenges in the workplace Selection Compensation Promotion and performance management The role of HR professionals in the operationalisation of corporate ethics programmes Case study: Voluntary resignations at Orbolay

8 Contents xiii Corporate social responsibility, ethics and governance: Implications for corporate citizenship and human resource management / Corporate social responsibility The narrow classical economic view of CSR The socio-economic view of CSR The broad maximal view of CSR Current developments in CSR Corporate ethics programmes Operationalising corporate ethics programmes Effectiveness of corporate ethics programmes Corporate governance Corporate governance and its importance Theories of corporate governance Governance standards and principles Corporate citizenship: Implications for the HR function Corporate social responsibility and HRM Corporate ethics programmes and HRM Corporate governance and HRM Case study: Constructive relationships bring tangible benefits at Anglo Platinum > Appendix 9.1 Proposed model stages of corporate citizenship

9 xiv CONTEMPORARY ISSUES IN HUMAN RESOURCE MANAGEMENT 3e 10 Human resource management and the electronic era The impact of the electronic era on business What does e-business mean? Where does a company start on the e-business path? Formulating an e-business strategy Implementing the e-business strategy The impact of the electronic era on HRM Describing E-HR ^ Advantages of E-HR Disadvantages of E-HR HR intranet sites E-HR in practice Case study: Training at Sunrise Inc Endnof.es 258 if Change management and building the learning organisation r Change management The triggers to organisational change Barriers to organisational change Overcoming barriers to change A strategic organisational change (SOC) framework The learning organisation Characteristics and benefits of a learning organisation Building a learning organisation 269

10 Contents xv 11.3 The chief learning officer (CLO) Characteristics of a chief learning officer The role of the chief learning officer Case study: The role of HR in re-engineering and change at Siemens Rolm Human resource management - An international dimension Three key debates The universalist and contextual paradigms in HRM Convergence and divergence in HRM Cultural and institutional explanations of differences in HRM International HRM: What's special about'international'? The drivers of global HRM The enablers of global HRM International transfers International-transfers: Cheaper and/or better Strategy and attention to detail 295 y-' Case study: Global HR at McDonald's

11 xvi CONTEMPORARY ISSUES IN HUMAN RESOURCE MANAGEMENT 3e 13 The role of human resource management in the new millennium The workplace of the new millennium The virtual organisation The just-in-time workforce The ascendancy of knowledge workers Computerised coaching and electronic monitoring The growth of worker diversity The ageing workforce The birth of the dynamic workforce 13.2 The redesign of the HRM role Contracting new roles Competencies Redesign of the HRM process and structure 133 The competencies the future HR professional will require Talent manager and organisational designer Culture and change steward Strategy architect Operational executor Businesl ally Credible activist 13.4 The structure of the HR department of the future Case study: A change in HR, ; Glossary Subject index Author index