The messages from research, especially that carried out by Purcellet al(2003), are that
HR can make an impact by leading or contributing to:
● the development and successful implementation of high performance work prac-
tices, particularly those concerned with job and work design, flexible working,
resourcing (recruitment and selection and talent management), employee devel-
opment (increasing skills and extending the skills base), reward, and giving
employees a voice;
● the formulation and embedding of a clear vision and set of values (the big idea);
● the development of a positive psychological contract and means of increasing the
motivation and commitment of employees;
● the formulation andimplementation of policies which, in the words of Purcell et al
(2003) meet the needs of individuals and ‘create a great place to work’;
● the provision of support and advice to line managers on their role in imple-
menting HR policies and practices;
● the effective management of change.
HRM IN CONTEXT
HRM processes take place within the context of the internal and external environ-
ment of the organization. They will be largely contingent on the environmental
factors that affect them.
Contingency theory
Contingency theory tells us that definitions of aims, policies and strategies, lists of
activities, and analyses of the role of the HR department are valid only if they are
related to the circumstances of the organization. Descriptions in books such as this
can only be generalizations that suggest approaches and provide guidelines for
action; they cannot be prescriptive in the sense of laying down what should be done.
Contingency theory is essentially about the need to achieve fitbetween what the
organization is and wants to become (its strategy, culture, goals, technology, the
people it employs and its external environment) and what the organization does
(how it is structured, and the processes, procedures and practices it puts into effect).
Contextual factors
There are three main contextual factors that influence HR policies and practices.
24 ❚ Managing people