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ANGLO-AMERICAN CAPITALISM
This aggressive free-market fundamentalism is based on the efficient market
hypothesis of which the aim is to maximise individual freedoms through the
deregulation of market thus enabling corporate capitalism to expand free from
interference from the state. Britain was becoming largely a service and
knowledge-intensive economy, with high technology, financial services and
travel and tourism as major growth areas.. The role of business was conceived as
almost exclusively about making wealth for shareholders and investors. Within
organisations the combined effect of changes in technology, globalisation,
competitive pressures , unpredictable socio-political and economic factors was
evident in the ruthless pursuit of flexibility and efficiency, in the form off
business re-engineering in the 1980s, rationalisation and de-layering in the 90s
and aggressive outsourcing in the 2000s
INDUSTRIAL RELATIONS
In the UK, part of Mrs Thatchers solution to increase UK competitiveness was to
increase labour flexibility. Since then, analysts have argued that the mainly
collective industrial relations of the 80s have been largely replaced by
individualised HRM approaches to employee relations, including direct staff
communications. Alongside this, the practices of management was pushed
further to the forefront since efficient management was seen as a panacea for a
number of economic ills, and the byword efficient management was seen as a
panacea for a number of economics ills, and the byword of the 90s was that
managers have the right to manage. This led to the development of business
schools and the installation of managerialism which refers to the application of
private sector management techniques and ideologies within the sphere of the
public services and more broadly.
SHIFTING HR DISCOURSE
In conventional terms HRs policies, processes and systems must ensure that
people are employed in line with legal and business requirements. And of course
HRs mechanisms for achieving this are intended to ensure that organisations
can attract, motivate and retain the talent needed to achieve competitive
advantage through people.
HR practitioners must therefore deal with paradox and complexity on a daily
basis and be guided by a philosophy and perspective, which helps them deal
with potential trade-offs in contemporary organisations between organisational
performance and employee well-being.
PERFORMATIVITY
Literature under performance management appear to have a strong shaping
effect on employee behaviours and from a critical perspective form part of an
array of managerial domination over work. Critical scholars argue that such
approaches encourage the discursive shaping of the individual project, i.e.
employees self-regulate their attitudes. In performance appraisal discussions, for
example, as employees recount and evaluate their work experiences and
ambitions, they do so in a situation where they are observed and judged by
others in social relations. As a result, the employees conception of the
employment relationship shifts away from former collectivist ideas, toward a
more individualised version, where the primary responsibility for performance
lies with the employee and the primary risk in the employment relationship is
theirs. As Ball points out, there is a paradox in that the apparent move away
from low-trust methods of managerial control via high-commitment HRM, in
which management responsibilities are delegated and initiative valued, has been
simultaneously matched by the installation of very immediate surveillance and
self-monitoring in the form of appraisals, making employees subject to greater
assessment and control.
Not only employees are expected to comply with increasing performance
demands they are expected to feel happy to do so. They raise questions about
the use in practitioner circles of them in term employee engagement to describe
all those HR initiatives aimed at retaining key employees, targeting key
resources at talent and raising performance by encouraging employees to
engage with the organisation and release their discretionary effort.
Many HR professionals are attracted to HR by the thought of working with people
and helping them to have satisfying work lives. The HR function is the pivot point
between managerial and employees interests. However in its current state of
evolution HR is more obviously an instrument of managerialism and must
prioritise business interests.
THE NEED FOR NEW SKILLS
These new forms of contribution require HR practitioners to expand their
repertoire of skills, behaviours and experience to develop and apply new
capabilities with impact and agility to the emerging roles of:
Organisational prospector, able to scan and interpret this changing business
landscape.
Organisational Architect, designing and enabling organisational agility, future-
proofing their organisations by developing flexible structures, supporting
behavioural shifts, developing ethical leadership and creating healthy, self-
renewing organisation cultures.
Developer of individual and organisational capability, growing peoples skills,
creating working conditions which stimulate people to release their discretionary
effort, designing and implementing processes by which their efforts are
translated into knowledge capital.
Change agent, able to initiate and bring about the shifts their organisations need
to make.
CONCLUSION
New OE aspires towards sustainable outcomes. And although there may be no
universal ideal organisational culture, my own research suggests that
sustainable outcomes are more likely in organisations with change-able,
knowledge-rich cultures which are conducive to innovation and performance and
employees who are highly committed and engaged.
As HRs role becomes increasingly transformational, the adoption of an OD
perspective to HR work should assist the development of new forms of
organisational effectiveness, characterised by more mutual employment
relationships, longer-term perspectives and an HR system not only based on
added value, but also on moral values. This will involve reconciling a range of
dilemmas and paradoxes such as fulfilling short-term requirements and also
meeting longer-term organisational needs, focusing on local activities and also
on corporate integration.