Lynda Gratton

Soft and Hard Models of Human Resource Management: A Reappraisal

Two of the most widely adopted models of human resource management are the hard and soft versions. These are based on opposing views of human nature and managerial control strategies. The hard model is based on notions of tight strategic control, and an economic model of man according to Theory X, while the soft model is based on control through commitment and Theory Y. We argue that because these assumptions are so divergent, they cannot both properly be incorporated within a single model of human resource management. Eight in-depth case studies were carried out, involving questionnaires, interviews and focus groups in order to find out whether organizations were practising either form of HRM. We found that no pure examples of either form existed. The paper concludes that the rhetoric adopted by Ae companies frequendy embraces the tenets of the soft, commitment model, while the reaUty experienced by employees is more concerned with strategic control, similar to the hard model. This distinction between rhetoric and reality needs to be taken into account in conceptualizations of human resource management.

Strategic human resource management: a conceptual approach

In this paper conceptual issues associated with strategic human resource management are addressed. The rapidly expanding intemationai interest in strategic human resource management is first highlighted. The article then explores some of the broader issues around the debate on SHRM that can inform thinking at a macro level. Firstly, the progress made towards understanding the meaning of SHRM is analysed, then a brief overview of the major models of SHRM to date is presented. This overview is used to highlight the key variables and interrelationships that need to be included in a model of SHRM, and a more detailed critical analysis of the contribution of the literature in each of these areas follows. A summary of the most important research questions arising out of the literature is followed by a model of the SHRM process, which attempts to remedy the major weaknesses in existing models of SHRM. The ways in which this model may be used as a basis for empirical research are then noted.

Linking individual performance to business strategy: The people process model

During the last five years, a team of researchers has worked with the senior human resource (HR) teams of seven large companies with Great Britain operations. A key challenge facing organizations is how they continue to deliver sustained competitive advantage in the short-term while also preparing for longer-term success. It is widely acknowledged that the sources of sustained competitive advantage lie not only in access to finance or capital, but within the organization, in people and processes capable of delivering business strategies such as customer satisfaction or rapid innovation. This article builds on previous models of strategic HR processes and describes what role these processes play in linking business strategy and individual performance. The majority of models of the strategic human resource process are normative, in the sense that they map how human resource management should work and provide guidelines on best practice. The methodology and initial theory behind the mapping was guided by a number of implicit assumptions.

Bridging faultlines in diverse teams

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Implementing a strategic vision—Key factors for success

Abstract This article examines how senior executives from a number of multi-national companies perceive the gap between the human resource needs of the future and current organizational capabilities. The most frequently cited human resource issues and risks are identified and their association with specific business strategies discussed.

Spillover Between Work and Home, Role Importance and Life Satisfaction

This study of n = 201 knowledge workers examines positive and negative spillover between work and home and its interrelation with life satisfaction. Additionally, it accounts for the direct effect of role importance on life satisfaction and its moderating effect on the interrelation between spillover and life satisfaction. Central to role importance is the degree of attachment that an individual places on family role and career role. Positive spillover from home is interrelated with higher life satisfaction, whereas negative spillover from work is related to lower life satisfaction. Family role importance and career role importance are associated with higher life satisfaction. For respondents with higher family role importance, there is a stronger interrelation between negative spillover from home and lower life satisfaction.

Gender role self-concept, categorical gender, and transactional-transformational leadership: implications for perceived workgroup performance

Prior research has shown that female managers are more likely to display transactional–transformational leadership, but they are less likely than their male colleagues to benefit from this in terms of leadership effectiveness. The aim of this study is to address this intriguing finding. Our expectations were that female managers need masculinity so that their leadership can display positive effects on perceived workgroup performance, whereas androgyny would be advantageous in male managers. We collected data from 67 workgroups, and asked managers to report on their gender role self-concept as well as workgroup performance, and 473 workgroup members to report on their manager’s leadership style. Our analyses revealed that, expectedly, androgyny might be advantageous in male managers using contingent reward, intellectual stimulation, and charisma/inspiration. For female managers, however, a lack of gender-typical attributes might be disadvantageous, especially when using charisma/inspiration.

Assessment Centres: Theory, Research and Practice

Assessing and developing people both in their present job and indeed for future jobs is a complex and often unreliable business. Yet for many organizations where manpower numbers have been cut and competition has become stronger, placing the right person in the right job can be a critical determinant to future profitability.

Boosting Strategy with an Online Community

A programme that merged online communities with strategic development and implementation at Nokia has provided valuable lessons about the new ways employees are able to engage and interact. Joel Casse and Lynda Gratton tell how “deep involvement” evolved into the “Booster Programme”.

Handling hot spots

Organizational hot spots, centres of high performance and breakthrough innovation, need a special touch when it comes to management. Lynda Gratton has discovered how executives manage hot spots without getting burned.