HR Devolution
Raymond Caldwell, 2003: Two perspectives: optimistic and pessimistic. Article
found support for optimistic view. It is
Contsmrued image of HR.
Skiora & Ferris, 2014:
Motivated line managers are not really effective in implementation.
Manager’s performance and AMO
Ulrich’s four roles of HR!
Lecture 30-11-2018
Who is responsible for HRM?
How does it develop over the years?
The role of the HR manager
A: 2 4 —> strategic fit (aligning strategies)
B: 3 6 8 —> Designing and delivering HR processes such as staffing, performance
management, rewarding and promotion
C: 1 5 9 —> Not that much process, more people. Employees’ day to day
problems and needs. Maximizing employee commitment and competence
D: 7 10 —> Information and change across the whole organization. Ensure that
all the employees support these changes.
Ulrich model (1997):
There are differences in what HR managers value most important and in what
they found most time-consuming.
1960: managers were quit reactive and passive (not really busy with strategy and
weak occupational status), and risk averse. They were not business oriented and
not capable of affecting management decisions. The role was full of ambiguities
and conflicts, that came from the overlap of the inability to maintain and defined
the boundaries of their specialist expertise. But also the lack of clarity and
accountability in specifying business outcomes or the contribution of the
personnel function. It was also claimed by other departments such as marketing.
But if somethings went wrong, HR got the blame. There was also tension in
sustain an ethos of mutuality in the face of opposite interests between
management and employees. They had to deal with the employees and strategy
(performance of the organization). How to balance these two?
Powerlesness - marginality in management decision-making processes. This is a
lack of power, which results in the fact that they were only executing the tasks of
the management team and not at the ‘management table’ for decision-making.
1990: How to increase the added value of the HR management?
1. The added value of the HR function
2. Strategic involvement and integration of the HR function
Philips focusses more on the strategic side and how to help employees, (more
involved), instead in looking at administrative tasks —> change agent.
Raymond Caldwell, 2003: Two perspectives: optimistic and pessimistic. Article
found support for optimistic view. It is
Contsmrued image of HR.
Skiora & Ferris, 2014:
Motivated line managers are not really effective in implementation.
Manager’s performance and AMO
Ulrich’s four roles of HR!
Lecture 30-11-2018
Who is responsible for HRM?
How does it develop over the years?
The role of the HR manager
A: 2 4 —> strategic fit (aligning strategies)
B: 3 6 8 —> Designing and delivering HR processes such as staffing, performance
management, rewarding and promotion
C: 1 5 9 —> Not that much process, more people. Employees’ day to day
problems and needs. Maximizing employee commitment and competence
D: 7 10 —> Information and change across the whole organization. Ensure that
all the employees support these changes.
Ulrich model (1997):
There are differences in what HR managers value most important and in what
they found most time-consuming.
1960: managers were quit reactive and passive (not really busy with strategy and
weak occupational status), and risk averse. They were not business oriented and
not capable of affecting management decisions. The role was full of ambiguities
and conflicts, that came from the overlap of the inability to maintain and defined
the boundaries of their specialist expertise. But also the lack of clarity and
accountability in specifying business outcomes or the contribution of the
personnel function. It was also claimed by other departments such as marketing.
But if somethings went wrong, HR got the blame. There was also tension in
sustain an ethos of mutuality in the face of opposite interests between
management and employees. They had to deal with the employees and strategy
(performance of the organization). How to balance these two?
Powerlesness - marginality in management decision-making processes. This is a
lack of power, which results in the fact that they were only executing the tasks of
the management team and not at the ‘management table’ for decision-making.
1990: How to increase the added value of the HR management?
1. The added value of the HR function
2. Strategic involvement and integration of the HR function
Philips focusses more on the strategic side and how to help employees, (more
involved), instead in looking at administrative tasks —> change agent.
