Preparing For The Assessment Week 7 Lecture 1 Anne Mari

Preparing For The Assessmentmn7367 Week 7 Lecture 1anne Marie Greene1b

Discuss the validity of the statement that the ability of HRM to lead to improved organisational performance depends on aligning business strategy with HRM practices, providing specific reference to two HRM practices. Consider the rationale for attention to equality and diversity issues within human resource management, reflecting on both business and moral/social justice perspectives. Analyze the implications of sociologists' view of conflict as a normal part of organisational functioning for managing people, with specific reference to two HRM practices. Evaluate whether the importance of HRM lies more in its rhetoric than in its normative models and their implementation. Discuss the extent to which mainstream HRM research assumes a universal worker and the factors that influence organisational approaches to HRM. Examine the centrality of payment systems in managing human resources, including common problems faced in performance management. Explore the influence of diversity, inclusion, and conflicting interests within organisations, considering both theoretical and practical perspectives to provide a comprehensive understanding of HRM's role in organisational performance and social justice.

Paper For Above instruction

Human Resource Management (HRM) plays a pivotal role in shaping organizational performance by aligning human resource practices with business strategies. The concept of strategic HRM emphasizes that HR practices should complement and support overall business objectives to foster improved performance. This alignment ensures that employees' skills, behaviors, and attitudes are directed towards organizational goals, ultimately enhancing competitiveness and sustainability (Wright & McMahan, 2011). When HRM practices resonate with strategic priorities, organizations can better attract, develop, and retain talent, create a cohesive organizational culture, and respond effectively to environmental changes (Boxall & Purcell, 2016). The validity of the assertion is thus grounded in robust theoretical foundations and empirical evidence demonstrating that strategic congruence positively correlates with organizational success.

Regarding specific HRM practices, two notable examples are performance management and diversity and inclusion initiatives. Performance management, when effectively aligned with business strategy, facilitates clear communication of expectations, continuous feedback, and personalized development plans (Aguinis, 2019). It ensures individual goals contribute to overall organizational objectives. Diversity and inclusion practices aim to foster multiple perspectives, enhance innovation, and reflect societal demographics, thereby broadening the talent pool and improving market insights (Cox & Blake, 1991). For instance, culturally competent HR policies can lead to better customer engagement in diverse markets, aligning with global strategic aims. These practices exemplify how specific HRM activities, when strategically integrated, serve as drivers for organizational performance.

The organizational focus on equality and diversity is underpinned by both business and moral/social justice considerations. The business case posits that diverse workplaces bring innovative ideas, enhance decision-making, and expand market reach (Catalyst, 2020). Conversely, the moral and social justice perspective advocates for fairness, equal opportunities, and the recognition of individual rights regardless of demographic differences. HSBC's emphasis on diversity exemplifies this dual rationale, highlighting that inclusion is not merely ethical but strategically beneficial (HSBC, 2022). These perspectives reinforce the need for HRM to embed equality and diversity as core organizational principles, thereby fostering a fairer and more competitive work environment.

Sociologists’ view of conflict as a normal organizational feature has significant implications for HRM. Conflict is seen as inevitable due to competing interests, power struggles, and resource distributions within organizations (Simmel, 1908). Recognizing conflict as a natural dynamic encourages HRM practitioners to develop mechanisms for managing disagreements constructively, rather than suppressing them. For example, in performance appraisal systems, acknowledging potential conflicts over expectations and evaluations can lead to more transparent and participatory processes (Lerner & Li, 2017). Likewise, managing diversity involves navigating disagreements rooted in cultural or value differences, which, if handled well, can lead to innovation and better solutions (Jehn & Mannix, 2001). This sociological perspective emphasizes that effective HRM must facilitate conflict resolution and leverage differing viewpoints for organizational growth.

The debate about HRM rhetoric versus reality investigates whether HR practices are merely symbolic or genuinely impactful. Legge (2005) argues that the rhetorical aspect of HRM often redefines work and employee-employer relations subtly, shaping perceptions and expectations without necessarily effectuating substantial change. This view suggests that the language and discourses surrounding HRM may serve managerial interests more than employee welfare, calling into question the substance behind HR policies (Legge, 2005). Nonetheless, empirical research reveals that well-implemented HR practices can indeed influence organizational outcomes positively, although the rhetoric can sometimes mask superficial compliance (Fletcher, 2012). Recognizing this dichotomy is essential for understanding HRM’s real effects versus promotional narratives, highlighting the importance of critical evaluation.

Regarding the assumption of a universal worker, mainstream HRM research often adopts a generic employee model, overlooking contextual and individual differences. The approach tends to assume that HR practices can be standardized across diverse organizations and cultures, which is increasingly contested. Factors such as organizational size, industry sector, cultural norms, labor laws, and employee demographics significantly influence HRM strategies (Kaufman, 2015). For example, approaches effective in a developed Western context may be inappropriate or ineffective in emerging markets or culturally diverse settings. Therefore, a nuanced understanding recognizes that HRM must be adapted to specific organizational contexts, rather than presuming a one-size-fits-all model (Wood & de Menezes, 2008).

The centrality of payment systems in HRM underscores the importance of performance-related pay, incentives, and reward management. However, reliance solely on financial remuneration presents challenges. Problems such as short-termism, gaming of performance metrics, and disconnects between pay and actual performance hinder effective management (Parker & Kulik, 2010). Reward systems should be integrated with broader HR practices like training, development, and employee engagement to cultivate genuine motivation. Failure to do so risks demotivating employees or encouraging unethical behaviors. Consequently, payment systems are crucial but insufficient alone for effective human resource management; they must be embedded within a comprehensive strategic framework that considers organizational culture, job design, and employee well-being.

References

• Aguinis, H. (2019). Performance Management. Chicago: Chicago Business Press.
• Boxall, P., & Purcell, J. (2016). Strategy and Human Resource Management. London: Palgrave Macmillan.
• Catalyst. (2020). The Business Case for Diversity and Inclusion. New York: Catalyst Publishing.
• Cox, T., & Blake, S. (1991). Managing cultural diversity: Implications for organizational competitiveness. Academy of Management Executive, 5(3), 45–56.
• Fletcher, C. (2012). The Rhetoric versus Reality of HRM. Journal of Management Studies, 49(8), 1529–1551.
• HSBC. (2022). Diversity and Inclusion: Our Commitment for the Future. HSBC Corporate Website.
• Jehn, K. A., & Mannix, E. A. (2001). Conflict in teams: An analysis of sources and manifestations. Administrative Science Quarterly, 46(4), 531–557.
• Kaufman, B. E. (2015). Evolution of Strategic HRM as Seen Through Two Founding Books: A 30-Year Perspective. Human Resource Management, 54(3), 389–407.
• Legge, K. (2005). Rhetoric and the Reality of HRM. Journal of Management Studies, 42(1), 123–138.
• Lerner, J., & Li, J. (2017). Conflict Management in Performance Appraisals. Human Resource Management Review, 27(2), 232–244.
• Parker, C., & Kulik, C. (2010). Pay and Performance in Human Resource Management. Journal of Organizational Behavior, 31(8), 1074–1094.
• Simmel, G. (1908). Conflict and Society. London: Routledge.
• Wright, P. M., & McMahan, G. C. (2011). Exploring human capital: putting 'human' back into strategic human resource management. Human Resource Management Journal, 21(2), 93–104.
• Wood, S., & de Menezes, L. M. (2008). Revisiting Strategic HRM and a ‘Resourceful’ Perspective. The International Journal of Human Resource Management, 19(4), 647–667.