Managing Change: A Human Resource Strategy Approach

Citation

Underwood, R. (2000), "Managing Change: A Human Resource Strategy Approach", Personnel Review, Vol. 29 No. 6, pp. 816-821. https://doi.org/10.1108/pr.2000.29.6.816.2

In considering whether to use a particular text, students and tutors might anticipate that a number of key criteria should be met. These criteria encompass comprehensive content, learning objectives at the commencement of each chapter, case studies and business examples, review exercises and answers, graphical illustrations, chapter summaries, further reading and references. Readability is also a key area. This review compares and contrasts the texts listed above against these criteria and offers comment on their suitability for level of study.

Schuler and Jackson’s edited text Strategic Human Resource Management must be considered appropriate at post graduate level as it brings together a series of previously published papers by a range of different authors around the subject of strategic human resource management. It is divided into 24 chapters in five parts encompassing an overview of strategic human resource management, the linking of people to business strategy, consideration of stakeholder interests, the global dimension and the role of the human resources (HR) department. These parts, are arguably, some of the key contemporary strategic issues in human resource management (HRM) and so are of particular relevance to those immersed in organizational strategy formulation at the place of work and to those studying with a view to taking future responsibility in this area.

The editors offer that the articles throughout the whole text convey the sense of the development of strategic human resource management as well as the current issues that are confronting academics and practitioners as they seek to manage human resources in the context of the organization and its environment. According to Schuler and Jackson, the readings in the first part illustrate various perspectives in describing and defining the field of strategic human resource management. Common to them all is the hypothesis that strategic human resource management is about systematically linking people with the enterprise and its internal aspects of structure, culture, vision, mission, values, strategies and products or services. The readings also dwell upon the external aspects of the enterprise incorporating customers, competitors, regulators, employees, investors and suppliers.

The readings in part II provide several authors’ viewpoints on the topic of linking human resource management activities with the organization. More specifically, they ask the question “Is there a best one way to link people with the firm?” In general the authors suggest that the best one way is through all stakeholders with the purpose of gaining competitive advantage, attaining higher levels of performance, satisfying the needs of employers and customers and adhering to the rules and regulations of society.

The part III readings develop the discussion about stakeholders addressing the ways stakeholders impact upon, and are impacted by, the organization. The authors suggest that, because stakeholders are vital for organizations, they are also equally vital for strategic human resource management as their goals and objectives assume importance in defining and measuring effectiveness and performance.

Part IV readings highlight the unique issues in human resource management that arise in businesses that are operating in a global environment. These issues, it is suggested, result from the unique characteristics of multi‐national corporations, unique country characteristics, and unique alliance or joint venture characteristics. The authors debate the major implications for strategic human resource management as the organization decides how to integrate itself and how to co‐ordinate the activities of its far‐flung units.

In the final part, the readings cover several issues related to the role of the HR department and HR professionals in strategic human resource management. The authors propose that, because the field of strategic human resource management depends upon detailed understanding of HR policies and practices, it is advantageous for the HR department and its professionals to be closely involved, and in partnership, with line managers who are more directly associated with strategy formulation and implementation. They also discuss the implications of strategic human resource management for competency development of HR professionals and their departments so that they really practice the strategic aspects of human resource management.

Each of these parts commences with an overview, providing a brief outline of each article contained within it. This is valuable as it allows the reader to establish quickly whether the content is relevant to immediate needs. Each article also commences with an introduction, laying out the background to the topic being discussed, contains flowcharts and diagrams relevant to the content, and concludes with a comprehensive summary of the issues addressed as a learning and understanding re‐enforcement. There is a comprehensive reference section at the end of each chapter. Although there are no review points or cases to assist learning, there is constant reference to real organizations, their issues and approaches. Section headings are presented in upper case so the reader can easily establish key points in the article.

Perhaps the most useful section of the book is part IV, which encompasses global dimensions. The articles in this part highlight unique issues in strategic human resource management that arise in firms that are operating in a global environment. A number of issues are explored, including the development of a framework for strategic international human resource management, the importance of establishing country/national context to enable easier understanding of strategic human resource management, the nature of human resource management across Europe and the issues and challenges of ethical capability in multi‐national enterprises.

Because this text consists of a series of previously published papers, it is easy to dip into and each chapter could be studied in isolation. However, each requires careful and detailed study and is not for the fainthearted. As well as being appropriate for students at postgraduate level, the text will also assist greatly those who are exploring strategic issues in some depth for dissertations or research degrees.

Change and change management is one of the key challenges for the HR practitioner and thus a “need to know” for the student. It is rather surprising, therefore, that Schuler and Jackson give this scant attention. One might have expected that any text claiming to explore strategic human resource management would have included at least one chapter on this issue. Fortunately Managing Change: A Human Resource Strategy Approach, the text by Thornhill et al., more than adequately fills this gap.

Managing Change explores comprehensively the relationship between strategic HRM and the management of change by dwelling upon the key HR functions, organization structure and culture, recruitment and selection, HR development, reward management and employee relations and how they contribute to effecting change within the organization. The text provides excellent practical case studies as examples and, at the end of each chapter, case studies with questions for the reader to address. There are also extremely useful self‐check questions throughout, with suggested answers provided. Readers should find the case studies and self‐check questions to be immensely valuable in testing their learning and understanding. These two areas alone should encourage wider readership.

The first chapter of this book provides an excellent introduction to the text by defining strategy, evaluating alternative approaches to the development of strategy and considering the implications for the management of change. It discusses environmental factors that affect change and discusses the implementation and impact of change. The chapter thus lays the foundation for the subsequent exploration of change in the various key areas of HR.

The text then moves on to explore these key areas in a logical manner commencing with organizational structure and the management of change and concluding, in the penultimate chapter, with downsizing and the management of change.

The final chapter in the book embraces “Evaluating and promoting change”. Measuring the success of any intervention against improvement in organizational performance must be considered essential. If the usefulness of any strategy cannot be determined, the resources allocated become a cost rather than an investment and are thus more likely to be subject to cuts in hard times. This chapter leads the reader to understand, amongst other things, the need to evaluate and promote change; and outlines a range of strategies and techniques which may be used to gather data about changes in different situations. If the impact of change interventions on organizational performance is not measured, then these interventions may prove to be misdirected or ineffective. If no other chapter is read, then this one should be.

Managing Change meets the criteria suggested earlier as it provides learning objectives at the commencement of each chapter, charts, graphs and diagrams, cases (already mentioned), chapter summaries and is fully referenced throughout. Each chapter also provides a useful introductory section, which sets the scene and prepares the reader for what is to come. The style of writing makes the text eminently readable being highly practical in approach with clear and concise explanations of all the charts, graphs and diagrams.

The book would be particularly useful for those studying HR at a more advanced level and also for those on general business programmes, such as the MBA, who need to understand the people implications of change. It would also be beneficial to HR practitioners in their roles as agents of change. As with the previous text, there is a comprehensive reference list at the end of each chapter. This is a book which comes as highly recommended.

Change and the management of change, being a continuing feature of business today, it is essential that employees in organizations are prepared for continual developments in technology, legislation, the environment and in society as a whole. Walton offers a text devoted to Strategic Human Resource Development and incorporates the above areas as well as a chapter devoted solely to managing change through training and development.

According to the author, his book aims to provide avenues of thought and explanatory frameworks which will guide learning and enable people to reflect upon and develop practice. There is, therefore, a conscious attempt to incorporate a range of examples and arguments which balance theoretical and practical considerations. The text is concerned with identifying and evaluating current and emergent themes about which professionals in the human resource development (HRD) field need to know to increase their strategic awareness and effectiveness. These are brave aims and are met substantially. A number of strategic themes are developed impacting on the world of work in general and on the world of the HRD practitioner in particular, which are evaluated in some detail.

There is a logical flow of chapter topics, from general background to HRD, through emerging themes and learning issues, and concluding with organizational values based on commitment, ethics, managing diversity and environmentalism. In addition, each chapter can be viewed as a self‐contained topic in its own right so the reader can be selective in what is read. This is a most useful attribute for any text and of particular value therefore to academics and students for their research.

The whole text encompasses current thinking and practice in human resource development. It offers emerging HRD themes, organization‐wide learning issues and the contribution of HRD to development of organizational value based ethics, commitment, managing diversity and the environment. Interestingly, it offers something for the small and medium sized enterprise, an area which is all too often ignored. Bearing in mind that the vast majority of businesses within the UK fall into this category, this is a welcome addition.

The book is organised into four parts. The first provides a general overview, whilst part 2 looks in more detail at some specific themes arising from the general overview. Part 3 considers broad‐based organization‐wide learning issues and the final part discusses the current interest in promoting organizational values and the role that human resource development plays in the process. It addresses specific human resource development issues, which are associated with organizational approaches to business ethics, managing diversity and sustainability.

Each chapter commences with learning objectives and a general introduction to the theme being addressed, and concludes with a summary of the key points. There are both theoretical and business based cases but, unfortunately, no review questions or other learning reinforcement. This text is also fully referenced at the end of each chapter thus offering an immediacy of further reading if required. Students on masters programmes or who are studying for the Chartered Institute of Personnel and Development qualification will find this a comprehensive exploration of the subject area offering frameworks and guidelines in the human resource development area.

In summary, these three texts offer a strategic overview of strategic human resource management and development and the management of change and would be useful reading for master’s level students and their tutors. They could also provide useful food for thought for the practitioner involved in strategic issues, particularly where the organization is going through a period of turbulent change. (Are there any that are not?). The texts cover the subject areas comprehensively, are eminently readable at the level for which they are intended and offer the opportunity for reflection and further study. All are, or are being, incorporated into studies within Wolverhampton Business School to provide excellent learning experiences for the whole range of post‐graduate students there.