1993
DOI: 10.1111/j.1748-8583.1993.tb00334.x
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Procedures and Consistency Versus Flexibility and Commitment In Employee Relations: A Comment On Storey

Abstract: 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’.

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Cited by 7 publications
(5 citation statements)
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“…For instance, one could imagine that line managers may be less familiar with relevant labor and employment laws than would an organization’s corporate HR function, such that deviations from certain corporate HR practices by line managers could expose the organization to legal issues (e.g., due to bias in selection processes or outcomes). Line managers’ local HR practice deviations could also create confusion or perceptions of unfairness among employees in other parts of the organization (Clark, 1993), which could result in negative spillovers in the form of unfavorable attitudes and even reduced performance in other organizational units even if a focal unit benefits from a line manager’s local HRM delivery behaviors. Thus, there is an important need for future research to examine a broader array of both positive and negative outcomes that are not constrained to the typical foci of the disciplinary traditions of a particular line of inquiry, and more specifically to consider how and when deviation of different forms is likely to yield positive or negative consequences across an organization’s multiple relevant contexts (e.g., strategic, legal, interunit) and stakeholders.…”
Section: An Aspirational Research Agendamentioning
confidence: 99%
“…For instance, one could imagine that line managers may be less familiar with relevant labor and employment laws than would an organization’s corporate HR function, such that deviations from certain corporate HR practices by line managers could expose the organization to legal issues (e.g., due to bias in selection processes or outcomes). Line managers’ local HR practice deviations could also create confusion or perceptions of unfairness among employees in other parts of the organization (Clark, 1993), which could result in negative spillovers in the form of unfavorable attitudes and even reduced performance in other organizational units even if a focal unit benefits from a line manager’s local HRM delivery behaviors. Thus, there is an important need for future research to examine a broader array of both positive and negative outcomes that are not constrained to the typical foci of the disciplinary traditions of a particular line of inquiry, and more specifically to consider how and when deviation of different forms is likely to yield positive or negative consequences across an organization’s multiple relevant contexts (e.g., strategic, legal, interunit) and stakeholders.…”
Section: An Aspirational Research Agendamentioning
confidence: 99%
“…As they evolved in North America in the post-World War II era, they are largely rules-based (Clark 1993) In combination, these practices came to be identified with "internal labor markets" (Osterman 1984:2-5) and with the personnel/industrial relations function within employers (Kochan and Cappelli 1984). These practices are largely consistent with the pluralistic and contractualist model of employment relations traditionally dominant within North America; they were initially de veloped in response to worker discontent and union pressures, and came to be institutional ized within personnel management systems in the 1930s and 1940s (Brody 1996).…”
Section: Literature Reviewmentioning
confidence: 99%
“…It is by no means obvious that an emphasis on rules and procedures is outdated. Indeed, a belief in consistency and fairness is central to gaining the commitment of employees in any organisation (Clark, 1993); what may appear as flexibility to managers may seem to be arbitrary treatment to an employee. The non-formal system which operates in many small firms takes the form of the owner speaking to an employee, who in turn speaks to the``problem'' employee.…”
Section: Managing People In Smesmentioning
confidence: 99%