September 21, 2009

HRM Blog References

A Theory of Human Motivation. Psychological Review

Maslow, A. (1943).

Chartered Institute of Personnel Development:

Developments in the Management of Human Resources. Storey, J. (1992).

Oxford: Blackwell.

‘Human Resource Management’ Study Notes

Human Resource Management at work, Marchington and Wilkonson (4th Edition)

People Management and Development

Chartered Institute of Personnel Development, London

Pressure at work and the psychological contract. GUEST, D.E. and CONWAY, N. (2002)

London: CIPD.

The Human Equation: Building profits by putting people first.

Boston: Harvard Business School Press.

Pfeffer, J. (1998).

‘The changing roles of personnel managers: old ambiguities, new uncertainties”’

Journal of Management Studies, Vol. 40, No.4

Work and the Nature of Man, Herzberg, F. (1966) 

Cleveland: World Publishing

HRM Lesson 8

With reference to your own experience, critically evaluate the idea that there is a business case for family-friendly working practices.

I will approach this subject by first trying to establish the need for emergence of FFWP’s for employees and employers, then we will focus on the implications of adopting these practices to both parties too.

Benefits for Employees:

  • flexible working conditions in terms of both time and location
  • employee’s ability to balance work and family obligations
  • reduced stress trying to balance work and personal life
  • job satisfaction leading to motivation and enhanced performance

Benefits for Employers:

  • ability to attract and retain skilled employees who couldn’t stick to regular working conditions (for example single parents)
  • reduce HR turnover and hence preserve company’s investment in employee development
  • increased appeal to talented skills due to improved working conditions as part of the benefits given to the employees
  • increased perception as a social responsible employer
  • reduce personal leaves and absenteeism due to stressful working environment
  • enhanced business results, however this is arguable as it’s hard to find a solid link between FFWP and enhanced business results

The above list of sample benefits to both employees and their employers adopting FFWPs doesn’t mean there are no other considerations:

  • some employees may refrain from benefiting from these practices because they think it affects their chances for promotions, this is more obvious in high-masculinity cultures.
  • Employers not believing in the reward of FFWPs to the business results may offer their employees less monetary packages against FFWP benefits because they want to compensate their costs incurred by adopting FFWPs. This could be appealing for some employees who will start of thinking of the mix of benefits offered from different employers and make their choice of the best employer for them based on the most suitable mix to their needs according to the compensating differential theory (Ehrenberg and Smith, 1997).
  • Some governments would offer employers adopting FFWPs additional benefits in order to encourage them to undertake the associated costs of these practices. These governments may want to do this to reduce the unemployment rates and related funds to support unemployed citizens. Certain FFWPs like working from home would be of great values in crowded cities and cities suffering from high pollution too.

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