Thesis: Human Resource Management and Hr
chapter 1
Human resource management and its external contexts
i n tRO d u c t iO n
This chapter provides the theoretical and practical backgrounds to the rest of the book. It does this by giving an outline description, analysis and overview of contemporary human resource management (HRM) within the United Kingdom (UK) and the external contexts driving it. These contexts are identified within the framework of the strategy, insights and solutions professional area of the CIPD’s HR Profession Map (CIPD 2009). HRM, loosely defined as the managing of people at work, has undergone significant changes in its purposes, structures and activities in recent years. This chapter starts by examining the factors influencing these developments and considers the changing nature of HRM and how it has developed historically. The chapter then identifies and discusses some key issues on the HRM agenda. These include: how the human resources (HR) function is organised, HR and performance, line managers and HR, outsourcing HR, HRM and ethics, and HR strategy. Next, the chapter summarises the major institutional, external contexts impacting on the HR function that influence HR strategy and practices; issues that are revisited in greater depth later in the book. Finally, the chapter puts these developments into a global context by discussing some trends in international HRM.
le a R n i ng Ou tcO m e s
By the end of this chapter, readers should be able to understand, explain and critically evaluate:
●● ●● ●●
the changing nature and forms of contemporary HRM and HR practices in the UK the principal factors driving these changes some key issues in HRM, such as HR strategy and delivery of HR
CD23526.indb 3
A free sample chapter from Human Resource Management in Context, 3rd edition. by David Farnham Published by the CIPD. Copyright © David Farnham 2010 All rights reserved; no part of this excerpt may be reproduced, stored in a retrieval system, or transmitted in any form
Human resource management and its external contexts
i n tRO d u c t iO n
This chapter provides the theoretical and practical backgrounds to the rest of the book. It does this by giving an outline description, analysis and overview of contemporary human resource management (HRM) within the United Kingdom (UK) and the external contexts driving it. These contexts are identified within the framework of the strategy, insights and solutions professional area of the CIPD’s HR Profession Map (CIPD 2009). HRM, loosely defined as the managing of people at work, has undergone significant changes in its purposes, structures and activities in recent years. This chapter starts by examining the factors influencing these developments and considers the changing nature of HRM and how it has developed historically. The chapter then identifies and discusses some key issues on the HRM agenda. These include: how the human resources (HR) function is organised, HR and performance, line managers and HR, outsourcing HR, HRM and ethics, and HR strategy. Next, the chapter summarises the major institutional, external contexts impacting on the HR function that influence HR strategy and practices; issues that are revisited in greater depth later in the book. Finally, the chapter puts these developments into a global context by discussing some trends in international HRM.
le a R n i ng Ou tcO m e s
By the end of this chapter, readers should be able to understand, explain and critically evaluate:
●● ●● ●●
the changing nature and forms of contemporary HRM and HR practices in the UK the principal factors driving these changes some key issues in HRM, such as HR strategy and delivery of HR
CD23526.indb 3
A free sample chapter from Human Resource Management in Context, 3rd edition. by David Farnham Published by the CIPD. Copyright © David Farnham 2010 All rights reserved; no part of this excerpt may be reproduced, stored in a retrieval system, or transmitted in any form