Philip Stiles

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.

The Impact of the Board on Strategy: An Empirical Examination

Boards of directors are coming under increasing scrutiny, both in the wake of a number of serious corporate frauds and failures and through a more general debate about the nature of corporate governance and its role in achieving national competitiveness. Though research on boards is growing, there remains a lack of empirical studies on the perceptions of directors themselves as to their role and influence in the running of organizations, and in particular the strategic process. This article responds to widespread calls for direct study of boards of directors by using a multi-method approach involving an in-depth examination of 51 directors of UK public companies, a survey of 121 company secretaries and four case studies of UK plcs, where multiple board members were interviewed. Through the use of a grounded methodology, this article examines the impact of boards on strategy and shows that by establishing the business definition, gatekeeping, selecting directors, and confidence building, the board influences the boundaries of strategic action. Evidence for the managerial domination of boards was slight, but the results showed support for a number of theoretical frameworks, suggesting that multiple perspectives are required to fully understand the nature of board activity.

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.

The Relationship between Chairmen and ChiefExecutives: Competitive or Complementary Roles?

Abstract This paper presents the preliminary findings from an in-depth qualitative study of therelationships between chairmen and chief executives in major UK corporations. This relationshipis at the heart of a number of other key relationships within the organisation, in particular thosebetween the two key role holders and the board and between the board and the top managementteam. The findings show that splitting the roles is only successful if individuals can work their waythrough to a complementarity of roles. The splitting of the chairman and chief executive rolesplaces a co-operative relationship at the heart of the organisation, displacing to some degree thehierarchical model of the organisation that the duality of roles embodied. The mark of failure inthese relationships is almost invariably where the two remain at a considerable professional andpersonal distance from each other.

Benchmarking corporate governance: The impact of the Cadbury Code

Abstract The Cadbury Code is a major initiative to improve corporate governance in the U.K. Its recommendations are highly specific and measurable and allow both companies and stakeholders to benchmark best practice. This article discusses six key elements of the Cadbury Code, examines the arguments underlying their proposal, and finally analyses how far the top 100 U.K. companies are conforming to them. The research shows that 73 per cent of companies are conforming to atleast four of the six criteria, which indicates a high level of support for the practices highlighted by Cadbury. Some major criticisms of the Cadbury Code are taken from the literature and examined in detail.

Teaching Business Ethics: An Open Learning Approach.

S MANAGEMENT EDUCATION AND DEVELOPMENT Volume 24 Part 3 1993 INTERFERING WITH THE INTERFERENCE: A SYSTEMIC APPROACH TO CHANGE IN ORGANISATIONS PA UL TOSEY University of Surrey This article outlines, and illustrates with practical examples, a systemic approach to personal and organisational change. The approach is based primarily on the work of Gregory Bateson, who has influenced many people working in this field. It presents a challenge to much orothodox thinking and is a shift that may be essential if we are to reahse in practice the visions inherent in notions such as the learning company’ (Pedler et al, 1991) and organisational transformation (Owen 1987). Interfer:ng w,th the interference is presented as a systemic metaphor, with the intention of raising questions about metaphors we use, consciously and unconsciously, in relation to organisational change. In particular, by asking what may appropriately communicate a systemic approach the article is intended to stimulate thinking about change and consultancy. INSIDE ACTION LEARNING: AN EXPLORA TION OF THE PSYCHOLOGY AND POLITICS OF THE ACTION LEARNING

The future for boards: Self-regulation or legislation?

Abstract This article reviews the main findings of an international conference, ‘Whither Corporate Governance?’ hosted in London by Henley Management College and the Strategic Planning Society during November 1992. The conference was chaired by Sir Adrian Cadbury, who was also the Chairman of the Committee on Financial Aspects of Corporate Governance which published its final report in the same month.