The state, public policy and the renewal of HRM
11 Nov 2011-International Journal of Human Resource Management (Taylor & Francis Group)-Vol. 22, Iss: 18, pp 3661-3671
TL;DR: The role of the state in developing frameworks for new management practices has become increasingly important: these have come in the form of supporting networks, establishing standards and using targets and objectives as mentioned in this paper.
Abstract: The development of HRM and its social and economic consequences are the subject of a wide array of processes and inputs. The manner in which the management and regulation of the employment relation evolves is influenced as much by external factors as it is internal ones specific to the organization. The role of law, the state as a public sector employer, economic policy, and social and welfare rights are a central feature as to how people are managed and developed. However, there are other features to this state and public policy role, not least in a context where there is a new onslaught on the role of the state in the wake of the crisis in financial institutions and the burden they have placed on the public sector and citizens. The role of the state in developing frameworks for new management practices has become increasingly important: these have come in the form of supporting networks, establishing standards and using targets and objectives. While concerns are expressed with the effectiveness and sust...
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01 Jan 2008
TL;DR: In this article, the authors argue that rational actors make their organizations increasingly similar as they try to change them, and describe three isomorphic processes-coercive, mimetic, and normative.
Abstract: What makes organizations so similar? We contend that the engine of rationalization and bureaucratization has moved from the competitive marketplace to the state and the professions. Once a set of organizations emerges as a field, a paradox arises: rational actors make their organizations increasingly similar as they try to change them. We describe three isomorphic processes-coercive, mimetic, and normative—leading to this outcome. We then specify hypotheses about the impact of resource centralization and dependency, goal ambiguity and technical uncertainty, and professionalization and structuration on isomorphic change. Finally, we suggest implications for theories of organizations and social change.
2,134 citations
01 Jan 2002
TL;DR: In this article, the Schumpeterian Competition State and the Workfare State are discussed, with a focus on the role of social reproduction and the workfare state in the two types of states.
Abstract: List of Boxes. List of Tables and Figure. Preface. Abbreviations. Introduction. 1. Capitalism and the Capitalist Type of State. 2. The Keynesian Welfare National State. 3. The Schumpeterian Competition State. 4. Social Reproduction and the Workfare State. 5. The Political Economy of State Rescaling. 6. From Mixed Economy to Metagovernance. 7. Towards Schumpeterian Workfare Postnational Regimes?. Notes. References. Index.
1,224 citations
TL;DR: Sustainable human resource management (sustainable HRM) as mentioned in this paper is an approach that seeks to link HRM and sustainability by explicitly identifying the negative as well as the positive effects of HRM on a variety of stakeholders.
Abstract: Strategic human resource management (SHRM) emerged as a dominant approach to human resource management (HRM) policy during the past 30 years. However, during the last decade, a new approach to HRM has evolved. This approach has been labelled sustainable human resource management (sustainable HRM). It is an approach that seeks to link HRM and sustainability. The term sustainability is fraught with semantic difficulties, as is conceptualising its relationship to HRM. Consequently, sustainable HRM is viewed in a variety of ways. This paper examines the major features of SHRM, some of the meanings given to sustainability and the relationship between sustainability and HRM. It then outlines the major characteristics of sustainable HRM. Although there are a diversity of views about sustainable HRM, this approach has a number of features which differentiate it from SHRM. It acknowledges organisational outcomes, which are broader than financial outcomes. All the writings emphasise the importance of human and social outcomes. In addition, it explicitly identifies the negative as well as the positive effects of HRM on a variety of stakeholders; it pays further attention to the processes associated with the implementation of HRM policies and acknowledges the tensions in reconciling competing organisational requirements. Such an approach takes an explicit moral position about the desired outcomes of organisational practices in the short term and the long term. Sustainable HRM can be understood in terms of a number of complimentary frameworks.
503 citations
Cites background from "The state, public policy and the re..."
...Its complex influence in terms of law, public sector employer, economic, social and environmental policy and organisational operation and outcomes are, in the main, neglected (Matinez Lucio and Stuart 2011)....
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384 citations
References
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TL;DR: In this paper, the authors argue that rational actors make their organizations increasingly similar as they try to change them, and describe three isomorphic processes-coercive, mimetic, and normative.
Abstract: What makes organizations so similar? We contend that the engine of rationalization and bureaucratization has moved from the competitive marketplace to the state and the professions. Once a set of organizations emerges as a field, a paradox arises: rational actors make their organizations increasingly similar as they try to change them. We describe three isomorphic processes-coercive, mimetic, and normative—leading to this outcome. We then specify hypotheses about the impact of resource centralization and dependency, goal ambiguity and technical uncertainty, and professionalization and structuration on isomorphic change. Finally, we suggest implications for theories of organizations and social change.
32,981 citations
Book•
01 Jan 1990
TL;DR: In this paper, Esping-Andersen distinguishes three major types of welfare state, connecting these with variations in the historical development of different Western countries, and argues that current economic processes such as those moving toward a post-industrial order are shaped not by autonomous market forces but by the nature of states and state differences.
Abstract: Few discussions in modern social science have occupied as much attention as the changing nature of welfare states in Western societies. Gosta Esping-Andersen, one of the foremost contributors to current debates on this issue, here provides a new analysis of the character and role of welfare states in the functioning of contemporary advanced Western societies. Esping-Andersen distinguishes three major types of welfare state, connecting these with variations in the historical development of different Western countries. He argues that current economic processes, such as those moving toward a postindustrial order, are shaped not by autonomous market forces but by the nature of states and state differences. Fully informed by comparative materials, this book will have great appeal to all those working on issues of economic development and postindustrialism. Its audience will include students of sociology, economics, and politics."
16,883 citations
Book•
01 Jan 1984
TL;DR: A Framework for Strategic Human Resource Management (M. Tichy, et al. as mentioned in this paper ) is a framework for strategic human resource management with a focus on the external context of human resources management.
Abstract: ENVIRONMENT, STRATEGY, AND ORGANIZATION. The External Context of Human Resource Management (C. Fombrun). The Organizational Context of Strategic Human Resource Management (N. Tichy, et al.). A Framework for Strategic Human Resource Management (M. Devanna, et al.). THE STRATEGIC ROLE OF THE HUMAN RESOURCE SYSTEMS. Strategic Staffing (E. Miller). Strategic Staffing at Chase Manhattan Bank (C. Borucki and A. Lafley). The Appraisal System as a Strategic Control (G. Latham). STRATEGIC ISSUES IN HUMAN RESOURCES MANAGEMENT. Bringing Human Resources into Strategic Planning: Systems Design Considerations (P. Lorange and D. Murphy). Managing Human Resources in a Declining Context (T. Gimore and L. Hirschhorn). Human Resource Policies for the Innovating Organization (J. Galbraith). HUMAN RESOURCES: THE CEO's PERSPECTIVE. An Interview with Reginald Jones and Frank Doyle (C. Fombrun). An Interview with Edson Spencer and Doston Boyle (N. Tichy). References. Index.
4,147 citations
"The state, public policy and the re..." refers methods in this paper
...If we take two of the classic early ‘schools’ of HRM, the Michigan model paid little attention to the role of the state in its analysis of the HR cycle, and even though the Harvard School did acknowledge the potential influence of the state as a ‘stakeholder’, it was one amongst many that did not fully engage with the meaning of the state (Beer, Spector, Lawrence, Quinn Mills and Walton 1984 ; Fombrun, Tichy and Devanna 1984 )....
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TL;DR: For instance, Manoilesco's confident prediction could easily be dismissed as yet another example of the ideological bias, wishful thinking and overinflated rhetoric of the thirties, an evenementielle response to a peculiar environment and period.
Abstract: Until recently, Manoilesco's confident prediction could easily be dismissed as yet another example of the ideological bias, wishful thinking and overinflated rhetoric of the thirties, an evenementielle response to a peculiar environment and period. With the subsequent defeat of fascism and National Socialism, the spectre of corporatism no longer seemed to haunt the European scene so fatalistically. For a while, the concept itself was virtually retired from the active lexicon of politics, although it was left on behavioral exhibit, so to speak, in such museums of atavistic political practice as Portugal and Spain.
2,162 citations
"The state, public policy and the re..." refers background in this paper
...The state has also been central to developments in forms of national and macrolevel institutional dialogue between capital and labour – which some would label as liberal or societal corporatism (Schmitter 1974; Lehmbruch 1984, respectively)....
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Book•
30 Dec 2002
TL;DR: In this article, the Schumpeterian Competition State and the Workfare State are discussed, with a focus on the role of social reproduction and the workfare state in the two types of states.
Abstract: List of Boxes. List of Tables and Figure. Preface. Abbreviations. Introduction. 1. Capitalism and the Capitalist Type of State. 2. The Keynesian Welfare National State. 3. The Schumpeterian Competition State. 4. Social Reproduction and the Workfare State. 5. The Political Economy of State Rescaling. 6. From Mixed Economy to Metagovernance. 7. Towards Schumpeterian Workfare Postnational Regimes?. Notes. References. Index.
1,545 citations