Planning for personnel? - Human resource management reconsidered

Article Abstract:

This article provides an in-depth case study of a UK mutual life insurance company with the pseudonym Pensco. The case is presented partly to illustrate some theoretical and empirical weaknesses within the managerialist literatures on human resource management (HRM), and in those academic critiques which perceive it to be all 'hype' and no substance. Our concern is not with the question of whether Pensco 'fits' an HRM model, but with examining changes in management practice, their effects on the nature of management control and the growth of self-discipline throughout the company's hierarchy. Focusing on two management techniques regarding the development of 'team' spirit among company employees, we see these changes as coinciding with the emergence of a language, if not directly the practice, of HRM which has come to pervade management in this and other contemporary organizations. (Reprinted by permission of the publisher.)

Models, Evaluation, Business literature

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The management of the personnel function

Article Abstract:

This article examines the way the personnel role has developed in the United Kingdom, and argues that three main models of personnel management may be discerned. The way these models have been influenced by the recession is discussed and it is suggested that the personnel function, both as a specialized activity and as one aspect of all managerial work has been forced to change, in response to the need for increased competitiveness, to structural and ideological changes, and to industrial reorganization. Looking to the future, the paper anticipates the "balkanization' of the personnel function as new specialisms emerge, and as personnel activity becomes more closely associated with corporate marketing strategies. (Reprinted by permission of the publisher.)

United Kingdom, Great Britain

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