The Critical Appraisal of the Role of Hrm Strategies and Practices in the Planning and Implementation of Change.
Westminster International University in Tashkent
Coursework
2011 - 2012
Word count
To be completed by the student
Student’s ID number 000018
Module name Managing Culture and Change
Module code 4UZB7B4
Course Leader Abdumalik Djumanov, Rowan Wagner
Individual assignment
Group assignment
Submission deadline 12th December
I certify that all material in this coursework which is not my own work has been acknowledged and I am fully aware of the consequences of plagiarism.
Signed
For Academic Registrar use only
Contents
Introduction.....................................................................................................................3
HRM techniques..............................................................................................................3
HRM learning practices and people interactions.........................................................5
“Hard” and “Soft” approach.........................................................................................7
Reward system and improvements of organizational performance...........................8 Conclusion.......................................................................................................................10
References.......................................................................................................................11
Introduction
Key elements in successful planning and implementation of change management have been identified as organisational culture and structure, human resources and leadership within an organisation. Based on the human relations approach Torrington, Hall and Taylor (2005) suggest that human resource management is the basis function of all management pursuits. It is as such about getting the right people to work in the most productive way. In other words HRM requires managers’ strike a balance between people’s
Coursework
2011 - 2012
Word count
To be completed by the student
Student’s ID number 000018
Module name Managing Culture and Change
Module code 4UZB7B4
Course Leader Abdumalik Djumanov, Rowan Wagner
Individual assignment
Group assignment
Submission deadline 12th December
I certify that all material in this coursework which is not my own work has been acknowledged and I am fully aware of the consequences of plagiarism.
Signed
For Academic Registrar use only
Contents
Introduction.....................................................................................................................3
HRM techniques..............................................................................................................3
HRM learning practices and people interactions.........................................................5
“Hard” and “Soft” approach.........................................................................................7
Reward system and improvements of organizational performance...........................8 Conclusion.......................................................................................................................10
References.......................................................................................................................11
Introduction
Key elements in successful planning and implementation of change management have been identified as organisational culture and structure, human resources and leadership within an organisation. Based on the human relations approach Torrington, Hall and Taylor (2005) suggest that human resource management is the basis function of all management pursuits. It is as such about getting the right people to work in the most productive way. In other words HRM requires managers’ strike a balance between people’s
References: Beardwell, I., Holden, L., & Claydon, T. (2004) Human Resource Management: a Contemporary Approach 4th edition, Harlow UK, FT Prentice Hall. Boxall, P and Purcell J (2003) Strategy and Human Resource Management, Basingstoke, Palgrave Macmillan. Boxall, P and Steeneveld, M (1999) Human resource strategy and competitive advantage: a longitudinal study of engineering consultancies, Journal of Management Studies 36(4), 443-63. Bratton, J and Gold, J (2003) Human Resource Management - theory and practice 3rd edition. Burnes, B. (2000) Managing Change: a Strategic Approach to Organisational Dynamics 3rd edition, Harlow UK, FT Prentice Hall. Community Care (2005) Survey Reveals Cuts in Training Spending, Community Care, Issue 1571, p 47. Dixon, N. (1994) The Organisational Learning Cycle, McGraw-Hill, UK. Dick, P. & Hyde, R. (2006) Line Manager Involvement in Work-Life Balance and Career Development: Can’t Manage, Won’t Manage, British Journal of Guidance & Counselling, Vol 34 Issue 3, pp345-364. Edmondson, A. & Moingeon, B. (1998) Organisational Learning as a Source of Competitive Advantage, in Edmondson, A. & Moingeon, B.(eds) Organisational Learning and Competitive Advantage, Sage Publications, London. Gill, V. & Stanistreet, P. (2004) Something Employers Can Build On, Adults Learning, Vol 16 Issue 4, PP12-13. Haberberg, A. and A. Rieple (2001) The strategic management of organisations, Pearson Education, New York, US Hersey, P., Blanchard, K.H Hofstede,G. (1984) Culture’s Consequences: International Differences in Work-Related Values, Sage Publications, London UK. Jacobs, L. S., and Kester, M. (1993) Am. J. Physiol., 265, 740-747. Lewis, S. & Cooper, C. (2005) Work-Life Integration: Case Studies of Organisational Change, Chichester UK, John Wiley & Sons. Mullins, L.J. (2005) Management and Organisational Behaviour 7th edition, London UK, FT Prentice Hall. Senior, B. (2002) Organisational Change, FT Prentice Hall, London UK. Schein, E.H. (1985) Organisational Culture and Leadership: A Dynamic View, San Francisco, Jossey-Bass. Stoner, J.A Taylor, F.W. (1947) Scientific Management, New York USA, Harper and Row. Taylor, S. (2005) People Resourcing, London UK, CIPD. Thurley, K. (1982) The Japanese Model: Practical Reservations and Surprising Opportunities, Personnel Management, February. Torrington, D., Hall, L. & Taylor, S. (2002) Human Resource Management, London UK, FT Prentice Hall. Tsoukas, H. & Knudsen, C. (1993) The Oxford handbook of organisation theory, Oxford, Oxford University Press. Watson, T.J. (2002) Organising and Managing Work: Organisational, Managerial and Strategic Behaviour in Theory and Practice, Harlow UK, FT Prentice Hall. Wilson, F.M. (1999) Organisational Behaviour: A Critical Introduction, Oxford, Oxford University Press.