Foreword
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HUMAN RESOURCE MANAGEMENT JOURNAL, VOL 14 NO 4, 2004 3 Foreword John Purcell, Editor, HRMJ W ork/life balance is a hot topic as evidence of long hours working accumulates, especially in the UK. Young graduates working in large firms, where traditional careers may still be possible, are studied by Sturges and Guest in two projects, one quantitative, the other qualitative. The background to these is evidence of generational change, with young people now more likely to place a higher value on work/life balance. The evidence here is that most graduates work beyond their standard hours, hours increase with tenure and this is associated with growing perceptions of conflict between work and non-work life. Graduates increasingly feel, as their years of service grow, that their employer has failed to keep promises about hours and workload. Where organisations provide recognition and support to help graduates achieve a balance, organisational commitment is more likely to be maintained. Human capital evaluation and measurement is of growing importance and is becoming recognised as an essential part of HRM. Its use can have significant implications for the strategic role of the HR profession. Elias and Scarbrough studied 11 large companies to evaluate how they approached human capital analysis and the processes used. Four styles of human capital evaluation were identified. These were linked to the nature of the markets and sectors the organisations served, which in turn influenced the choice of employees covered by human capital evaluations – from narrow groups of people deemed critical to the firm, to all employees who were customer-facing. The cases provide strong evidence of the growing sophistication of HR metrics (or what may be better termed ‘people metrics’) and the way their use can strengthen the strategic contribution of HR. Buckley and Monks undertook research among HR practitioners who attended a two-year Masters programme to explore the changing competencies required to practise effectively. What emerges as much more important is the development and identification of meta-qualities and abilities among the participants, and the way these have a positive impact on how they carry out their job and their self confidence (a particularly important meta-quality). The changing contexts in which HR is practised and the inherent, and perhaps growing, ambiguity in HR roles, places more emphasis on meta-qualities above, but not replacing, professional know-how and application. Questions of who and what influences HR policy and practice are normally considered within the employing organisation, influenced by wider economic, social and legal forces. This within-firm analysis is increasingly of limited value as firms become more porous with outsourcing, joint ventures and suppliers, and in some cases customers, seeking to influence firm activities, especially aspects of HRM like training and selection. Franchising is a particular organisational form. Truss looks in detail at probably the longest established and largest franchise area, that of car dealerships, exploring the power and influence ‘plays’ between manufacturers, dealerships and the HR function in both, all operating in a fiercely competitive, low margin market. In this complex arena who, she asks, has an interest in the employees? The external image of the organisation is studied by Herrbach and Mignonac. Over 500 young French managers were surveyed to assess their image perceptions of the
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Transcript of Foreword
HUMAN RESOURCE MANAGEMENT JOURNAL, VOL 14 NO 4, 2004 3
Foreword
John Purcell, Editor, HRMJ
Work/life balance is a hot topic as evidence of long hours working accumulates,especially in the UK. Young graduates working in large firms, wheretraditional careers may still be possible, are studied by Sturges and Guest in
two projects, one quantitative, the other qualitative. The background to these is evidenceof generational change, with young people now more likely to place a higher value onwork/life balance. The evidence here is that most graduates work beyond theirstandard hours, hours increase with tenure and this is associated with growingperceptions of conflict between work and non-work life. Graduates increasingly feel, astheir years of service grow, that their employer has failed to keep promises about hoursand workload. Where organisations provide recognition and support to help graduatesachieve a balance, organisational commitment is more likely to be maintained.
Human capital evaluation and measurement is of growing importance and isbecoming recognised as an essential part of HRM. Its use can have significantimplications for the strategic role of the HR profession. Elias and Scarbrough studied11 large companies to evaluate how they approached human capital analysis and theprocesses used. Four styles of human capital evaluation were identified. These werelinked to the nature of the markets and sectors the organisations served, which in turninfluenced the choice of employees covered by human capital evaluations – fromnarrow groups of people deemed critical to the firm, to all employees who werecustomer-facing. The cases provide strong evidence of the growing sophistication ofHR metrics (or what may be better termed ‘people metrics’) and the way their use canstrengthen the strategic contribution of HR.
Buckley and Monks undertook research among HR practitioners who attended atwo-year Masters programme to explore the changing competencies required topractise effectively. What emerges as much more important is the development andidentification of meta-qualities and abilities among the participants, and the way thesehave a positive impact on how they carry out their job and their self confidence (aparticularly important meta-quality). The changing contexts in which HR is practisedand the inherent, and perhaps growing, ambiguity in HR roles, places more emphasison meta-qualities above, but not replacing, professional know-how and application.
Questions of who and what influences HR policy and practice are normallyconsidered within the employing organisation, influenced by wider economic, socialand legal forces. This within-firm analysis is increasingly of limited value as firmsbecome more porous with outsourcing, joint ventures and suppliers, and in some casescustomers, seeking to influence firm activities, especially aspects of HRM like trainingand selection. Franchising is a particular organisational form. Truss looks in detail atprobably the longest established and largest franchise area, that of car dealerships,exploring the power and influence ‘plays’ between manufacturers, dealerships and theHR function in both, all operating in a fiercely competitive, low margin market. In thiscomplex arena who, she asks, has an interest in the employees?
The external image of the organisation is studied by Herrbach and Mignonac. Over500 young French managers were surveyed to assess their image perceptions of the
foreword03-04 1/10/04 10:53 am Page 3
4 HUMAN RESOURCE MANAGEMENT JOURNAL, VOL 14 NO 4, 2004
firms they worked for. These were related to their levels of job satisfaction,organisational commitment and feelings about work. A sub-sample of sales andmarketing managers showed that their perceptions of the external image of theircompanies were strongly related to their levels of job satisfaction. There are stronglessons here for organisations that seek to become an ‘employer of choice’. As theauthors conclude, ‘companies should be aware that tying employee identity to theiremployer, and reaping benefits from this, is easier if the employer is perceived to beworthy of it’.
Foreword
foreword03-04 1/10/04 10:53 am Page 4
