Managing Human Resources: A Partnership Perspective (7th Edition)

Citation

Taylor, D.W. (2002), "Managing Human Resources: A Partnership Perspective (7th Edition)", Personnel Review, Vol. 31 No. 1, pp. 114-121. https://doi.org/10.1108/pr.2002.31.1.114.2

These human resource management texts have, as is the current mode, adopted an integrated themed approach to the issues surrounding the management of people in the work place. Like many texts before them they argue for a strategic, integrated, co‐ordinated, tailored and flexible approach to the management of a company’s human resources (Leopold et al., 1999; Mabey et al., 1998; Sparrow and Marchington, 1998; Torrington and Hall, 1998).

However, whilst Cornelius, writing within the UK context, clearly places human resource management (HRM) within a managerial paradigm, Jackson and Schuler, writing in the US, indicate a partnership approach, “wrapping” their text within what Legge (1995) calls the rhetoric of HRM.

This partnership approach is encapsulated in what Jackson and Schuler term the HR Triad: a partnership of line managers, HR professionals and employees, each with a role and responsibility for the management of the human resources (p. 25). This is supported with a HR Triad exhibit within each chapter summarising the key roles and responsibilities of each partner in the Triad, and the use of key management themes (strategy, globalisation, change, teams and diversity) to highlight what Jackson and Schuler call “real world” examples, giving context to student learning.

Both texts are comprehensive and useful additions to those teaching human resource management and to those managing people in the work place. Jackson and Schuler’s work is an easy read with key reference points – fast facts – and quotes available in the margins to support the main reading. Each chapter ends with a concise summary, a list of key terms, discussion questions, and internet‐linked project work and case‐study that tie‐in with the main themes of the chapter. A helpful end‐of‐text glossary of web site links is included alongside in‐depth case‐studies on Southwest Airlines, Aid Association for Lutherans and The Lincoln Electric Company, and an instructor’s manual and test bank are also available.

Cornelius, whilst clearly summarising the main points and revisiting the key terms from the chapter, has chosen a more flexible approach with regard to follow‐on exercises. For example in Chapter 1 text related exercises are supported with library and assignment based questions, whilst in Chapters 2 and 3 a case‐study approach is used. Each chapter is supported with a detailed “legal briefing” that highlights significant cases and relevant legislation, giving practitioners regular insights into the negative consequences of poor practice. Though these “legal briefings” were up‐to‐date, links to relevant web sites would have been helpful, particularly for practitioners. There is a very helpful glossary of terms at the end of the book.

The US focus of Jackson and Schuler’s text has meant that for most UK readers much of the detail and case material, specifically with regard to the business environment and employment law, would be at best of only general interest. But even so relevant messages, such as the acceptance of cultural variety, are evident. Though there is an emphasis in this text towards the “sound bite” with clichés such as “the best places to work are the best places to invest”, “sellers have become captives to the customer”, “if we treat employees the right way, they’ll naturally treat our customers the right way”, such texts may act as a support for introducing alternative management practices. HR practitioners in the UK, for example, would have learnt much from reading US based textbooks regarding stress at work and associated compensation.

In brief the Jackson and Schuler text can be divided into six parts, the preface, as already discussed, gives an overview of the rationale behind the text, detailing the key themes and issues (strategy, globalisation, change, teams and diversity) and highlighting the importance of the HR Triad or partnership. Chapters 1 to 5 are concerned with the influence of the external environment on the management of people, the resultant changes that must occur inside the organisation and the role of the HR specialist in facilitating those changes. Chapters 6 to 9 describe the HR planning process from job analysis, through recruitment and selection, to socialisation, training and development. Chapters 10 to 13 detail the HR activities relating to appraisal and compensation. Chapters 14 and 15 examine health and safety and employee representation. The final chapter usefully examines the HR profession itself, arguing that HR professionals are increasingly facing the “global challenge”.

The main criticism is reserved for the lack of a critical approach towards HRM in the text and supporting case material (see Legge, 1995 and Sissons, 1994), as the HR processes mentioned are predominantly management‐oriented.

Cornelius, in contrast, clearly introduces the reader (see Introduction and Overview) to the context within which the management of people in the UK operates, where a more collective view of organisational life predominates, and contrasts this with the “American models of HRM that reflect a desire for non‐interventionist, unfettered free enterprise culture” (p. 12). Cornelius goes on to confess that the themes contained within the text are not exhaustive, rather they represent what the editor and contributors believe are those areas that are currently attracting most interest from professionals and academics. The key theme is integration and interrelatedness of HR practices (between corporate and HR strategy; between HR strategy and HR policies and practices; between these policies and practices; and between the HR specialist and the line manager).

These themes are influenced by what Cornelius calls the “major step changes” such as the impact of new technology, changing organisational forms and globalisation. Each chapter revisits these and other “major steps changes”.

Like Jackson and Schuler (Chapter 16), Cornelius (pp. 15‐18) attempts to use ethical theory to assist the HR practitioner to make ethical judgements in the work place. However, Cornelius cleverly goes on to challenge the reader to revisit these ethical issues through questions at the end of each chapter.

The chapters in Cornelius cover recruitment, selection and induction; training and development; involvement and participation; performance management; conduct; international HRM; role of information technology; HRM in the small firm; change and strategy; and negotiation. Usefully Cornelius has provided brief overviews of each chapter near the start of the text.

Chapter 1 covers the basics of recruitment, selection and induction, engages in the managing diversity debate, and, more interestingly, offers advice on how to conduct the selection interview.

In Chapter 2 the need to develop managers rather than teach management is highlighted, emphasising the effectiveness of the reflective approach to management development taken by Lancaster University.

Chapters 5 and 10, “Managing performance and conduct” and “Negotiation and human resource management” are informative additions to an HR text, very helpful to practising managers conducting, for example, disciplinary interviews or negotiating with employee representatives.

Three excellent chapters covering international HRM, information technology and HRM in small firms follow Chapter 5. Wildish’s excellent overview of international HRM takes the risk out of international assignments. Wilson emphasises the role of IT in changing the nature of the work place and emphasises the role IT can play in supporting the role of the HR specialist with the introduction of computer‐based personnel information systems. This is followed by Lynas and Healy’s review of HRM issues in the small firm, particularly with regard to the lack of any formalised training or development. They highlight the need to develop appropriate managerial competencies for growth‐oriented small firms.

In Chapter 9 Cornelius and Scott‐Jackson detail the interplay between environmental change, organisational strategy, the management of people and individual psychology. It introduces the reader to change, change programmes and the role of the HR specialist, specifically examining the role of HR in the development of organisational strategy. It looks into the way change related stress can be moderated and managed, and concludes with an examination of the relationship between change management and HR policies and practices. An excellent introduction into HR and change and change related behaviour (Paton and McCalman, 2000).

Managing Human Resources: A Partnership Perspective is a useful read for those interested in developing an understanding of the management of people in the US. A more likely choice for those studying HRM at undergraduate, postgraduate or post experience levels in the UK would be Human Resource Management: A Managerial Perspective, which would offer an excellent source of additional reading for this audience. Moreover, Cornelius grounds HR policies and practices such that HR practitioners could benefit immediately from the advice given on selection, disciplinary and grievance interviews, change management and negotiation skills.