Human Resource Management Overview (From Tyson, Chapter 4)

<p>By anticipating reciprocal service from employees (C)</p> Signup and view all the answers

<p>1914 to present (C)</p> Signup and view all the answers

<p>High value on performance investigation (D)</p> Signup and view all the answers

<p>Enhance worker satisfaction and service reciprocity (B)</p> Signup and view all the answers

<p>It emphasizes cooperation and mutual benefit (C)</p> Signup and view all the answers

<p>Share in wealth from technological improvements (D)</p> Signup and view all the answers

<p>The Donovan Report (B)</p> Signup and view all the answers

<p>Management's responses were often ad hoc (A)</p> Signup and view all the answers

<p>They began to be employed full-time in various sectors (A)</p> Signup and view all the answers

<p>Negotiation and industrial relations strategy (C)</p> Signup and view all the answers

<p>Consultant problem-solver (D)</p> Signup and view all the answers

<p>A push for innovative personnel management strategies (C)</p> Signup and view all the answers

<p>Inadequate handling of industrial relations by managers (A)</p> Signup and view all the answers

<p>The creation of conditions under which certain industrial relations policies were accepted. (A)</p> Signup and view all the answers

<p>Training and safety alongside pension schemes and discipline. (B)</p> Signup and view all the answers

<p>They promoted good relationships through organization development schemes. (A)</p> Signup and view all the answers

<p>Boom-slump cycles affected by fiscal policies. (B)</p> Signup and view all the answers

<p>To ensure minimum standards and prevent rogue practices. (B)</p> Signup and view all the answers

<p>It involved controlling wage policies on a company-wide basis. (D)</p> Signup and view all the answers

<p>Increased improvement in working conditions. (A)</p> Signup and view all the answers

<p>Bargaining that connects productivity improvements with wage increases. (D)</p> Signup and view all the answers

Negotiations between employers and unions about sharing wealth gains from improved technology.

Essential in productivity bargaining due to technical expertise and responsibility for implementation.

Royal Commission report that criticized British industrial relations, highlighting a failure of personnel managers to adapt.

The report criticized personnel managers for lacking negotiation skills and planning for industrial relations.

Quick, reactive responses to disagreements, often leading to unofficial strikes, seen as ineffective by the report.

Acting as researchers, coordinators, and support staff, crucial to management's control and guidance in relationships.

Often viewed favorably in organizational hierarchy; line managers may be more involved in everyday negotiations.

Full-time personnel staff became more common in various organizations by the mid-1960s, leading to the emergence of personnel management as a separate field.

Focused on controlling numbers and budgets, prioritizing economic efficiency, and valuing performance. Managers often viewed employees as lacking motivation ('Theory X').

Characterized by a comprehensive set of rules and a hierarchical structure, with emphasis on order, rationality, and organizational status. Employees are expected to follow these rules.

Emphasizes specialization and relies on the application of techniques to benefit line managers, who are seen as clients. Relies on the expertise of personnel professionals.

Focus on communication and leadership, with a belief in employee participation and individual empowerment. Seeks to build consensus and enthusiasm.

Views people as assets and prioritizes their development and utilization to maximize organizational success. Focuses on return on investment for employee costs and flexibility.

Managers in the early 20th century often viewed workers as lacking motivation and requiring strict control. This perspective is known as 'Theory X'.

Bureaucratic personnel management is characterized by a rigid structure, comprehensive rules, and emphasis on order, rationality, and organizational status. Employees are expected to adhere to these rules and procedures.

Professional personnel management focuses on specialization and technical expertise to support line managers. It relies on personnel professionals as experts in their field.

Personnel management shaped how industrial relations policies were accepted, creating conditions like different status groups through wage systems and service conditions.

Companies often have implicit strategies in industrial relations, not explicitly stated but evident in their actions.

Negotiations with unions widened to cover topics like pensions, training, working procedures, safety, discipline, and even individual appointments in some industries.

The growth of unions representing white-collar workers (office, professional roles) brought staff associations into collective bargaining.

Union leaders saw value in personnel management as it brought order and fostered good relationships, for example, through organizational development programs.

Union leaders believed personnel management could set minimum standards and help prevent rogue employers from abusing their power.

Post-war Britain experienced periods of economic boom and slump, prompting both Conservative and Labour governments to use fiscal and monetary policies to control the economy.

National economic policies during the 1960s and 1970s required control of wages, which was carried out by personnel managers and senior staff on a company-wide basis.