HRM processes take place within the context of the internal and external environment 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 fit between 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.
Technology
The technology of the business exerts a major influence on the internal environment – how work is organized, managed and carried out. The introduction of new technology may result in considerable changes to systems and processes. Different skills are required and new methods of working are developed. The result may be an extension of the skills base of the organization and its employees, including multiskilling (ensuring that people have a range of skills that enable them to work flexibly on a variety of tasks, often within a teamworking environment). But it could result in deskilling and a reduction in the number of jobs (downsizing). New technology can therefore present a considerable threat to employees. The world of work has changed in many ways. Knowledge workers are employed in largely computerized offices and laboratories, and technicians work in computer integrated manufacturing systems. They may have to be managed differently from the clerks or machine operators they displace. The service industries have become predominant and manufacturing is in decline. New work environments such as call centres have become common and tele-working (working from home with a networked computer) is increasing.
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 fit between 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.
Technology
The technology of the business exerts a major influence on the internal environment – how work is organized, managed and carried out. The introduction of new technology may result in considerable changes to systems and processes. Different skills are required and new methods of working are developed. The result may be an extension of the skills base of the organization and its employees, including multiskilling (ensuring that people have a range of skills that enable them to work flexibly on a variety of tasks, often within a teamworking environment). But it could result in deskilling and a reduction in the number of jobs (downsizing). New technology can therefore present a considerable threat to employees. The world of work has changed in many ways. Knowledge workers are employed in largely computerized offices and laboratories, and technicians work in computer integrated manufacturing systems. They may have to be managed differently from the clerks or machine operators they displace. The service industries have become predominant and manufacturing is in decline. New work environments such as call centres have become common and tele-working (working from home with a networked computer) is increasing.
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ReplyDeletenice work Contingency Management Theory.
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