By Li Yuan (auth.)
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Additional resources for Traditional Chinese Thinking on HRM Practices: Heritage and Transformation in China
He claims that there is a danger of comparing a normative/ideal view of HRM with a descriptive view of personnel management, because a normative view of personnel management may not differ very much from a normative view of HRM and that is why, in most text books, the titles are interchangeable. 1 Guest’s stereotypes of personnel management and human resource management Personnel management Human resource management Time and planning perspective Short-term reactive ad hoc marginal Long-term proactive strategic integrated Psychological contract Compliance Commitment Control systems External controls Self-control Employee relations perspective Pluralist collective low trust Unitarist individual high trust Preferred structures/systems Bureaucratic/mechanistic centralized formal defined roles Organic devolved flexible roles Roles Specialist/professional largely integrated into line management Evaluation criteria Cost minimization Maximum utilization (human asset accounting) described as stereotypes, referring to a pattern of conventional ideas in the literature making it easier to highlight the differences.
Keenoy and Anthony (1992) contend that HRM is just a ‘meta-narrative’ locating, informing and legitimizing managerial practices in a time of rapid economic restructuring, and that the ‘messages’ carried by HRM are much more important than the specific devices it employs – just as Fowler (1987) indicates that the real differences between HRM and personnel management is ‘not what is, but who is saying it’. , 2011; Price, 2004) so, departing from these four aspects, I will draw a general picture of HRM practices in the real world.
4. Human resource outcomes. It assumes the outcomes are high commitment and productivity. 5. Long-term consequences, including individual wellbeing, organizational effectiveness and societal wellbeing. 6. Feedback loop. It connects outputs to the organization and stakeholders. 2 HRM policy Choices Employee influence Human resource flow Reward systems Work k systems Harvard model of HRM HR outcomes Commitment Competence Congruence Cost effectiveness Long-term consequences Individual wellbeing Organizational effectiveness Societal wellbeing Western HRM and HRM in China 19 corporation strategy making, and managers are portrayed as situated choice-making actors.
Traditional Chinese Thinking on HRM Practices: Heritage and Transformation in China by Li Yuan (auth.)