We are one of Britain’s leading broadband communications companies, providing residential cable, business communication and network services. Our aim is to create an integrated communications and media group delivering a range of voice, video and interactive services across multiple platforms underpinned by branded digital media content.
We are restructuring our organisational capabilities following rapid year-on-year growth, and are now seeking an exceptional and dynamic individual to join our human resources team. Reporting to the Corporate Human Resources Director, the successful applicant will:
● operate as a key member of the senior executive team for the Business, Network and Commercial Services groups, supporting 2500 employees nationwide;
● develop and deliver a human resources strategy that meets current and future business needs;
● manage a diverse brief including resourcing and retention, change management, organisational design, succession planning and performance management.
Candidates will currently be operating at senior human resources management level in a fast-paced consumer goods or service environment, and may now be seeking their first directorship.
Qualified to graduate level, with a highly commercial approach and the ability to contribute to strategic decision-making, candidates must be customer focused and results driven, with a strong operational edge. Outstanding drive and leadership skills will be vital in ensuring rapid and professional organisational transition.
This is a high-profile role with one of the UK’s most dynamic and fast-growing companies, providing exceptional career development opportunities. The remuneration package will be commensurate with the profile of the role, including an excellent range of benefits.
Almond, P., Edwards, T. and Clark, I. (2003 forthcoming)
‘Multinationals and changing national business systems in Europe: towards the “shareholder value” model’?
Industrial Relations Journal, Vol. 34, No. 5.
Armstrong, M. (1987) ‘Human resource management: a case of the emperor’s new clothes?’, Personnel Management, Vol. 19, No. 8, pp. 30–35.
Armstrong, P. (1989) ‘Limits and possibilities for HRM in an age of management accountancy’, in Storey, J. (ed.) New Perspectives on Human Resource Management.
London: Routledge, pp. 154–166.
Arthur, J.B. (1992) ‘The link between business strategy and industrial relations systems in American steel mini-mills’, Industrial and Labour Relations Review, Vol. 45, No. 3, pp. 488–506.
Arthur, J.B. (1994) ‘Effects of human resource systems on manufacturing performance and turnover’, Academy of Management Journal, Vol. 37, No. 3. pp. 670–687.
Bach, S. and Sisson, K. (eds) (2000) Personnel Management.
Oxford: Blackwell.
Beardwell, I.J. (1992) ‘The new industrial relations: a review of the debate’, Human Resource Management Journal, Vol. 2, No. 2, pp. 1–8.
Beardwell, I.J. (1996) ‘How do we know how it really is?’, in Beardwell, I.J. (ed.) Contemporary Industrial Relations. Oxford: Oxford University Press, pp. 1–10.
Beer, M. and Spector, B. (1985) ‘Corporate wide transfor-mations in human resource management’, in Walton, R.E. and Lawrence, E.R. (eds) Human Resource Management Trends and Challenges. Boston, Mass.:
Harvard Business School Press.
30 Chapter 1 · An introduction to human resource management: strategy, style or outcome
*Beer, M., Spector, B., Lawrence P.R., Quinn Mills, D. and Walton, R.E. (1984) Managing Human Assets. New York: Free Press.
Boxall, P.F. (1992) ‘Strategic human resource manage-ment: beginnings of a new theoretical sophistication?’, Human Resource Management Journal, Vol. 2, No. 3, pp. 60–79.
*Boxall, P. (1996) ‘The strategic HRM debate and the resource-based view of the firm’, Human Resource Management Journal, Vol. 6, No. 3, pp. 59–75.
Chandler, A. (1962) Strategy and Structure. Cambridge, Mass.: Harvard University Press.
Clark, I. (2000) Governance, The State, Regulation and Industrial Relations. London: Routledge.
Clark, I., Colling, T., Almond, P., Gunnigle, P., Morley, M., Peters, R. and Portillo, M. (2002) ‘Multinationals in Europe 2001–2002: home country, host country and sector effects in the context of crisis’, Industrial Relations Journal, Vol. 33, No. 5, pp. 446–464.
Cully, M., Woodland, S., O’Reilly, A. and Dix, G. (1999) Britain at Work: As Depicted by the 1998 Workplace Employee Relations Survey. London: Routledge.
*Devanna, M.A., Fombrun, C.J. and Tichy, N.M. (1984)
‘A framework for strategic human resource manage-ment’, in Fombrun, C.J., Tichy, M.M. and Devanna, M.A. (eds) Strategic Human Resource Management.
New York: John Wiley.
Edwards, T. and Ferner, A. (2002) ‘The renewed American challenge’, Industrial Relations Journal, Vol. 33, No 2, pp. 94–111.
Evans, P.A.L. and Lorange, P. (1989) ‘Two logics behind human resource management’, in Evans, P., Doz, Y. and Laurent, A. (eds) Human Resource Management in International Firms. Basingstoke: Macmillan.
Ferner, A. (2003) ‘Foreign multinationals and industrial rela-tions innovation in Britain’, in Edwards, P. (ed.) Industrial Relations in Britain, 2nd edn. Oxford: Blackwell.
Fernie, S., Metcalf, D. and Woodland, S. (1994) Does HRM Boost Employee Management Relations? LSE CEP Working Paper No. 546. London: London School of Economics.
Fombrun, C.J. (1984) ‘The external context of human resource management’, in Fombrun, C.J., Tichy, N.M.
and Devanna, M.A. (eds) Strategic Human Resource Management. New York: John Wiley, p. 41.
*Fombrun, C.J., Tichy, N.M. and Devanna, M.A. (1984) Strategic Human Resource Management. New York:
John Wiley.
Foulkes, F. (1980) Personnel Policies in Large Non-Union Companies. New Jersey: Prentice Hall.
Fowler, A. (1987) ‘When chief executives discover HRM’, Personnel Management, January, p. 3.
Fox, A. (1966) Industrial Sociology and Industrial Relations, Royal Commission on Trade Unions and Employers’
Associations, Research Paper No. 3. London: HMSO.
Gratton, L., Hope-Hailey, V., Stiles, P. and Truss, C.
(1999) Strategic Human Resource Management.
Oxford: OUP.
Guest, D. (1987) ‘Human resource management and industrial relations’, Journal of Management Studies, Vol. 24, No. 5, pp. 503–521.
Guest, D. (1989a) ‘Personnel and human resource manage-ment: can you tell the difference?’, Personnel Management, January, pp. 48–51.
Guest, D. (1989b) ‘Human resource management: its implications for industrial relations and trade unions’, in Storey, J. (ed.) New Perspectives on Human Resource Management. London: Routledge, pp. 41–55.
*Guest, D. (1990) ‘Human resource management and the American dream’, Journal of Management Studies, Vol. 27, No. 4, pp. 377–397.
Guest, D. (1997) ‘Human resource management and per-formance: a review and research agenda’, International Journal of Human Resource Management, Vol. 8, No. 3, pp. 263–276.
Guest, D. and Conway, N. (1997) Employee Motivation and the Psychological Contract, Issues in Personnel Management 21. London: IPD.
*Guest, D. and Hoque, K. (1996) ‘Human resource man-agement and the new industrial relations’, in Beardwell, I.J. (ed.) Contemporary Industrial Relations. Oxford:
Oxford University Press, pp. 11–36.
Hendry, C. and Pettigrew, A. (1986) ‘The practice of strategic human resource management’, Personnel Review, Vol. 15, No. 5, pp. 3–8.
Hendry, C. and Pettigrew, A. (1990) ‘Human resource management: an agenda for the 1990s’, International Journal of Human Resource Management, Vol. 1, No. 1, pp. 17–43.
Hirst, P. and Thompson, G. (1999) Globalization in Question, 2nd edn. London: Polity.
*Huselid, M. (1995) ‘The impact of HRM practices on turnover, productivity and corporate financial per-formance’, Academy of Management Journal, Vol. 38, No. 3, pp. 635–672.
Jacoby, S. (1997) Modern Manors: Welfare Capitalism Since the New Deal. New Jersey: Princeton University Press.
Kanter, R. (1984) The Change Masters. London: Allen &
Unwin.
Kaufman, B. (1993) The Origins and Evolution of the Field of Industrial Relations. New York: ILR Press.
Keenoy, T. (1990a) ‘HRM: a case of the wolf in sheep’s clothing?’, Personnel Review, Vol. 19, No. 2, pp. 3–9.
*Keenoy, T. (1990b) ‘Human resource management:
rhetoric, reality and contradiction’, International Journal of Human Resource Management, Vol. 1, No. 3, pp. 363–384.
Keenoy, T. and Anthony P. (1992) ‘Human resource man-agement: metaphor, meaning and morality’, in Blyton, P.
and Turnbull, P. (eds) Reassessing Human Resource Management. London: Sage, pp. 233–255.
Kelly, J. and Gennard, J. (1994) ‘HRM: the views of per-sonnel directors’, Human Resource Management Journal, Vol. 5, No. 1, pp. 15–30.
Legge, K. (1978) Power, Innovation and Problem Solving in Personnel Management. London: McGraw-Hill.
*Legge, K. (1989) ‘Human resource management: a critical analysis’, in Storey, J. (ed.) New Perspectives on Human Resource Management. London: Routledge, pp. 19–40.
31
References and further reading
*Legge, K. (1995) HRM: Rhetorics and Realities.
Basingstoke: Macmillan Business.
MacInnes, J. (1987) Thatcherism at Work. Milton Keynes:
Open University Press.
Marginson, P., Armstrong, P., Edwards, P., Purcell, J. and Hubbard, N. (1993) The Control of Industrial Relations in Large Companies, Warwick Papers in Industrial Relations No. 45. IRRV School of Industrial and Business Studies, University of Warwick.
McDuffie, J.P. (1995) ‘Human resource bundles and manufacturing performance’, Industrial and Labour Relations Review, Vol. 48, No. 2, pp. 197–221.
McLoughlin, I. and Gourlay, S. (1994) Enterprise without Unions. Milton Keynes: Open University Press.
Peters, T.J. and Waterman, R.H. (1982) In Search of Excellence: Lessons from America’s Best Run Companies.
New York: Harper & Row.
Pfeffer, J. (1994) Competitive Advantage Through People.
Boston, Mass.: Harvard Business School Press.
Pfeffer, J. (1998) The Human Equation. Boston, Mass:
Harvard Business School Press.
Pieper, R. (ed.) (1990) Human Resource Management: An International Comparison. New York: Walter de Gruyter.
Poole, M. (1990) ‘Editorial: human resource management in an international perspective’, International Journal of Human Resource Management, Vol. 1, No. 1, pp. 1–15.
*Prahalad, G. and Hamel, C.K. (1990) ‘The core compe-tencies of the corporation’, Harvard Business Review, May–June, pp. 79–91.
*Purcell, J. (1995) ‘Corporate strategy and its link with human resource management strategy’, in Storey, J. (ed.) Human Resource Management: A Critical Text.
London: Routledge, pp. 63–86.
Purcell, J. (1996) ‘Human resource bundles of best prac-tice: a utopian cul-de-sac?’ Department of Management, University of Bath.
Purcell, J. (1999) ‘Best practice and best fit: chimera or cul-de-sac?’, Human Resource Management Journal, Vol. 9, No. 3, pp. 26–41.
Purcell, J. (2001) ‘The meaning of strategy in human resource management’, in Storey, J. (ed.) Human Resource Management: A Critical Text, 2nd edn.
London: Thomson Learning.
Purcell, J. and Ahlstrand, B. (1994) Human Resource Management in the Multi-Divisional Company. Oxford:
Oxford University Press.
Purcell, J. and Sisson, K. (1983) ‘Strategies and practice in the management of industrial relations’, in Bain, G.
(ed.) Industrial Relations in Britain. Oxford: Blackwell, pp. 95–120.
Richardson, R. and Thompson, P. (1999) ‘The impact of people management practices on business performance:
a literature review’ in Issues in People Management.
London: IPD.
Sisson, K. (1993) ‘In search of HRM’, British Journal of Industrial Relations, Vol. 31, No. 2, pp. 201–210.
*Sisson, K (2001) ‘Human resource management and the personnel function: a case of partial impact?’ in Storey, J. (ed.) Human Resource Management: A Critical Text, 2nd edn. London: Thomson Learning.
Storey, J. (1992) Developments in the Management of Human Resources: An Analytical Review. London:
Blackwell.
Storey, J. (1995) Human Resource Management: A Critical Text. London: Routledge.
*Storey, J. (2001) ‘Human resource management today:
an assessment’, in Storey, J. (ed.) Human Resource Management: A Critical Text, 2nd edn. London:
Thomson Learning.
Storey, J. (ed.) (1989) New Perspectives on Human Resource Management. London: Routledge.
Tyson, S. and Fell, A. (1986) Evaluating the Personnel Function. London: Hutchinson.
Ulrich, D. (1998) Human Resource Champions. Boston:
Harvard Business School Press.
Walton, R.E. (1985) ‘From control to commitment in the workplace’, Harvard Business Review, Vol. 63, No. 2, March–April, pp. 76–84.
Watson, T. (1997) The Personnel Managers. London:
Routledge.
West, M. and Patterson, M. (1997) The Impact of People Management Practices on Business Performance. IPD Research paper No. 22. London: IPD.
Whitfield, K. and Poole, M. (1997) ‘Organising employ-ment for high performance’, Organisation Studies, Vol. 18, No. 5, pp. 745–764.
Wood, S. (1995) ‘The four pillars of HRM: are they con-nected?’, Human Resource Management Journal, Vol.
5, No. 5, pp. 49–59.
Wood, S. and De Menezes, L. (1998) ‘High commitment management in the UK’, Human Relations, Vol. 51, No.
4, pp. 485–515.
For multiple choice questions, exercises and annotated weblinks specific to this chapter visit this book’s website at www.booksites.net/beardwell