‘Internal Marketing’ As an Approach to Human Resource Management: A New Perspective Or A Metaphor Too Far?

Colin Hales, who is a Lecturer in Management Studies at the University of Surrey, reviews the different meanings of the term ‘internal marketing’ and develops a critique of its application to the management of human resources. He argues that, while the concept has certain merits, it also has significant limitations. As a re-statement of normative HRM, it merely re-labels a questionable concept, while as a concept in its own right, it is ambiguous and highly rhetorical. As a metaphor, it seriously distorts the process of HRM and, as a broad approach and set of techniques, it is essentially manipulative, spuriously ‘scientific’ and riven with contradictions.     

Is the Emperor In His Underwear?

This paper assesses our state of knowledge concerning the ‘New Public Management’ (NPM) reforms which seem to have been launched in so many countries. In the first section it appraises the types of materials available as a basis for such an assessment. It then considers, and rejects, the thesis that, because of the improved performance they bring, these reforms are global in reach and inevitable in nature. Subsequently, the main part of the paper assesses the available evidence with respect to a number of key dimensions of reform impacts. It concludes that, while there is evidence of specific improvements in particular instances, the general case for NPM as a solution to diverse problems of governance in many different countries is far less firmly established than is commonly supposed.     

The Managerial Limits to Japanization: A Manufacturing Case Study

Geoffrey Broad, who is Lecturer in Comparative Industrial Relations in the Department of Business and Management Studies, University of Salford, reports on his detailed longitudinal study of the views of British and Japanese managers introducing a ‘high-involvement management’(HIM) strategy in a Japanese electronics plant in Wales. He suggest that the formal arrangements for activating such a strategy – extensive information sharing, team briefing, consultation and quality improvement teams – raised fundamental issues for power sharing and control between the two groups, as well as having significant implications for shop floor relations. In particular, the employee involvement actively encouraged by Japanese managers contrasted markedly with the preferred ‘traditional’ prerogatives of the British managers. In the circumstances, he challenges the popular stereotype of ‘Japanisation’ and points to a range of implications for management development in such initiatives.     

The European Learning Community: Towards A Political Economy of Management Learning

Stephen Fox is a Lecturer and Teaching Director in the Department of Management Learning at the University of Lancaster. He is also the Business Administration subject coordinator for the ERASMUS programme described in the article published here. Writing as an ‘insider’, he uses this particular programme to examine critically the prospects for the emergence of ‘European Management’.     

The Paradox of Adjustment: Uk and Swedish Expatriates In Sweden and the Uk

Chris Brewster, who is Senior Lecturer in Human Resource Management at Cranfield School of Management, discusses the role of the international manager in multinational companies. He draws on original survey data from British and Swedish owned companies to consider whether the nature of the role is to operate effectively in the host country, learning their ways and adjusting to them; or is to bring to the host country the style and expertise available from headquarters. the tendency, he sugests, is for managers to adapt to the host countries’ working environment much more than has previously been understood.     

Collectivism and the Management of Industrial Relations In Greenfield Sites

Patrick Gunnigle examines management approaches to industrial relations in newly established (‘greenfield’) companies in the Republic of Ireland. He focuses particularly on recent empirical findings on trade union density and recognition and on the role of employer organisations. the evidence presented points to newly emergent patterns of industrial relations management which diverge from the pluralist model. However, in only a minority of cases could these be classified as ‘soft’ human resource management. Indeed a number of organisations studied adopted industrial relations styles which more closely approximated to ‘hard’ HRM. It would appear that the emerging pattern is one of higher individualism and constrained collectivism. the findings also point to the emergence of a vibrant non-union sector among greenfield companies. It is argued that this trend is likely to be accentuated by the increasing number of companies successfully pursuing the non-union route. Equally, the current national industrial policy focus on high technology industries and internationally traded services is also likely to reinforce growth in the non-union sector. A number of factors which may help to arrest this trend are identified, particularly the corporatist structures characteristic of Irish industrial relations and the traditional acceptance of trade unions as legitimate bargaining partners.     

European Management Education: the Prospects For Unification

Mark Easterby-Smith is Head of the Department of Management Learning at Lancaster University. In his article he takes a detailed look at the similarities and differences in management education in France and the UK. He also describes the pattern in Spain, Holland, Italy and Germany. His central purpose is to assess how far the trend towards European integration at the political and economic levels can, and should, be matched in management education. the article neatly complements Peter Lawrence's in that it focuses on institutional arrangements whereas Lawrence concentrates on cultural aspects. Easterby-Smith considers the strategies being pursued by institutions to increase their European exposure through changes to course content and student and faculty exchanges as well as other measures. He contends that while there are strong arguments for increased integration, there is aslo a case for retaining diversity.     

Organisational Decentralisation and Budgetary Devolution In Local Government: A Case of Middle Management Autonomy?

Linda Keen, who is Lecturer in Human Resource Management at the Canterbury Business School, uses a case study investigation of a local authority well advanced in its adoption of the ‘new’ devolved management systems, to identify the views of middle managers themselves about the extent to which devolved budgeting had brought about a real increase in their managerial autonomy, focusing on key elements of budgetary devolution identified in the literature, including the roles of devolved finance staff. She concludes that increases in these managers’ budgetary responsibilities were generally not accompanied by corresponding increases in their autonomy over budgetary management decisions, and identifies a number of human resource management issues, arising from this non-alignment, in relation to management control systems, and training, motivation and reward management strategies.     

In search of legitimacy: personnel management associations worldwide

In considering the development of the HR ‘profession’, there has been little exploration of the role of the professional association. This is particularly true looking across national boundaries, raising questions about the impact and extent of homogeneity of personnel management association activities. It is argued that professional associations have a legitimising role to play in establishing a specialist body of knowledge, regulating practice and providing a source of internal and external identity for practitioners. A recent worldwide survey of personnel management associations found that, although associations are active in these areas, there is a lack of mandatory control and regulation across the profession, diluting the legitimacy accorded by such activities. Association activities were also found to be largely generic across countries, resulting from inter‐association collaboration, although different contexts result in different outcomes.     

Human Resource Management In Building Societies: Making the Transformation?

Ed Snape, Tom Redman and Adrian Wilkinson examine the implications of the changing competitive environment for the management of staff in building societies. In particular, they draw on the results of a detailed case study to discuss attempts to introduce policies and practices associated with ‘HRM’. the conclusion is that the competitive pressures which led to the demand for these policies and practices may also make their successful implementation especially dificult. Ed Snape is a Lecturer in the Department of Human Resource Management at the University of Strathclyde, Tom Redman a Lecturer at Teesside Business School, and Adrian Wilkinson a Lecturer at the Manchester School of Management (UMIST).     

Decentralization,the New Public Management,and The Changing Role of The Public Sector In Africa

The role of the public sector in most countries around the world is changing both with respect to public service delivery and the stimulation of economic progress. That change, which was occasioned by the need for policy reform, has resulted in what is now termed ‘the new public management’, reflecting a movement away from the old values and norms of public sector administration. This article examines and analyses the concept of decentralization and its relevance to the changing role of the public sector, within the context of ‘the new public management’. and with special reference to Africa. The perspective of the article assumes that the new public management provides an appropriate framework for responding to the efficient delivery of public services in Africa.     

The impact on the cultural diversity to employees' job satisfaction between mainland China and Taiwan: a comparison of Taiwanese invested companies

This study explores how the Chinese values (Integrations, Confucian Work Dynamism, Human-heartedness and Moral Discipline) impact employees' satisfaction (ES). Employees who work in mainland China for companies whose parent companies are based in Taiwan were surveyed. The results can be summarized as the following: ‘Integration’, ‘Confucian Work Dynamism’ and ‘Human-heartedness’ are significantly different between Taiwanese and Chinese employees, while ‘Moral discipline’ is not; Taiwanese employees have higher ES than Chinese employees; Taiwanese employees view ‘career planning’ is the most important, while Chinese employees think ‘management system’ is most important; For Taiwanese employees, ‘Salary and benefit’, ‘Working load’ and ‘Management system’ have effects on ES; Age and Education have effects on Chinese employees.     

A Critique and A Proposed Reformulation of Strategic Human Resource Management

Ken Kamoche, who lectures in human resource management at Birmingham Business School, argues that flaws in the assumptions underlying our understanding of ‘strategy’ are encouraging an inappropriate conception of strategic human resource management (SHRM). the notion of strategy which emanates from orthodox economic theory ensures that SHRM is subservient to a dominant ‘organisational imperative’. This process is reinforced by key socio-political factors which are diminishing the significance of the ‘human’ component of SHRM. He goes on to suggest how SHRM might be reconstituted to be a more useful concept     

Racial Discrimination In Speculative Application: Evidence From the Uk's Top 100 Firms

Mike Noon, who is Lecturer in Organisational Behaviour at Cardiff Business School, examines the responses of the UK's top 100 firms when faced with speculative enquiries from two bogus ‘candidates’ belonging to different ethnic groups. He finds that, although both candidates were likely to reveive a reply, the ‘white’ candidate tended to receive a better quality reply; candidates were more likely to be treated the same by companies with statements of equal opportunity, but when discrimination occurred it also tended to favour the white candidate. His conclusions suggest what might be done to bridge the gap between policy and practice.     

Diffusing ‘best practice’ in Chinese multinationals: the motivation,facilitation and limitations

With increasing global integration, the diffusion of ‘best practice’ is a critical activity in MNCs, particularly for those from developing countries which have recently joined global markets. Recent research has suggested that ‘reverse diffusion’ is an important approach to the internationalization of management. However, there is little empirical evidence in support of this argument. This paper draws on in-depth case studies of the UK subsidiaries of Chinese MNCs to explore the nature and characteristics of diffusion activities. It confirms that ‘reverse diffusion’ played a positive part in the internationalization process of these companies, although the impact on the home firms is limited. It also found that new forms of management transfer are emerging in these Chinese MNCs. This suggests that the diffusion of ‘best practice’ in MNCs can be varied with different national and organizational characteristics.     

Procedures and Consistency Versus Flexibility and Commitment In Employee Relations: A Comment On Storey

Jon Clark, who is Professor of Industrial Relations at Southampton University, comments on one of the most important issues raised in John Storey's Developments in the Management of Human Resources: the contrast between the ‘procedure and consistency’ of the IR/ personnel tradition and the ‘business need, flexibility and commitment’ of the HRM tradition. In particular, he queries whether HRM can be successful without a firm basis in ‘procedure and consistency’.     

SOME EMPIRICAL EVIDENCE RELATED TO THE CASE OF THE SUPERORDINATE INTEGRATOR

This empirical study seeks to characterize processes of integration in complex organizations. The need for integration is examined initially in terms of the ideas of Weber, Pugh et al., Child, Lawrence and Lorch, and Pettigrew. Subsequently integration is related to a system's view of the problem of organizational control that underlines how the environment tends to both ‘fractionalize’ and ‘factionalize’ an organizational decision-making system. The integrative task is then represented in terms of processes that seek to effect stable combinations of interrelationships between differntiated sub-units. The evidence is presented in the form of a series of cases and incidents obtained during a one-year participant observation study in a large multi-national company. The research aims to identify ‘contingency’ guidelines in the design of integrative mechanisms by exploring differences in: the characteristics of integrative sub-systems, the organizational environments in which they operated and the kinds of (intergroup) decision conflicts in which they were engaged. This exploratory study suggests that important conditions include: the identification of the integrative unit members, how ‘ill-structured’ the decision problems encountered are and the degree of support for integrators that is perceived to be provided by senior management.     

Public Management In North America

Although recent public management reforms in Canada. Mexico and the USA are characterized by similar themes and vocabularies - privatization, customer service, devolution - the nature and extent of actual change reflects the national politics and administrative histories of the three countries. In brief, Canadian public management has been heavily influenced by the need for fiscal retrenchment at both, national and provincial levels, Mexican public management has been influenced by the transition from oligarchic to democratic governance at federal, state and local levels, and USA public management has been preocuppied at the federal level with implementation of the Government Performance and Results Act and with the miscellaneous initiatives organized under the ‘Reinventing Government’ theme as it has been popularized by the Clinton administration.     

The two faces of Nordic management? Nordic firms and their employee relations in the Baltic States

This study examines Nordic management styles in union and non-union industrial enterprises in the Baltic States (Estonia, Latvia, Lithuania) through case studies of nine Nordic subsidiary companies, based on on-site interviews with management and employees.1 1. Here, I refer to ‘Nordic’ countries denoting Denmark, Finland and Sweden, for the companies chosen for research are from these three countries and for the sake of common social and economic characteristics among these three countries, basing on the varieties of capitalism (VoC) literature. That is why Norway, a country seen usually in the composition of the Nordic countries, is left out of this investigation. The entity ‘Baltic States’ or ‘Baltic countries’ refers here to the three countries on the eastern shore of the Baltic Sea: Estonia (population 1.4 million), Latvia (2.3 million) and Lithuania (3.4 million). This analysis construes the ‘Nordic model’ of management style as ‘bargained constitutional’ or ‘sophisticated consultative’, following Purcell and Ahlstrand's (1994) matrix of management styles in the highly unionized countries of origin, characterized as coordinated market economies. The case studies reveal that in the Baltic liberal-market environment, Nordic employers exhibit a variety of management styles, ranging from sophisticated human relations or paternalistic relations styles in non-union contexts, to an adversarial bargained style or modern paternalistic style in unionized subsidiary firms. The Nordic model's ‘bargained constitutionalism’ only occurs in those cases in the sample in which Soviet-era trade union structures survive, or where an in-firm union has fought for recognition and collective bargaining.