SOLUTION: NYU Competitive Advantage Essay

7/23/21
Who am I? And who I am more broadly……
MONASH
BUSINESS
SCHOOL
§ Dr Susan Mayson
– Chief Examiner, Unit Coordinator, Lecturer
– Deputy Head of Department and Director
of Education, Department of Management
MGF2661 – HRM
Week 1
§ Susan.mayson@monash.edu
What is HRM? Introduction to
Theory
Ollie the dog
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Unit Learning Objectives
Disrupted HRM (Minbaeva, 2021)
Define
define the scope and purpose of HRM as an academic discipline and activities associated with HRM as a
management practice
Identify
Identify major changes in the global business environment that impact on organisations and HRM
Evaluate
critically evaluate competing models of HRM that underpin perceived good practices
Apply
Enhance
Three ’megatrends’. Flexible workforce, digital
technology, AI & machine learning
Disruption. The context of HRM is disrupted,
creating unanticipated and unpredictable
changes leading to disruptions to HRM strategy
and practice
HRM research and practice. Has a role in
developing knowledge and devising ways to deal
with disruption
critically apply knowledge about HR activities to identify solutions to HRM issues
Suggests. A ‘relational’ model of HRM that
provides a broader focus for HRM (internal &
external concern for stakeholders)
enhance students’ research capabilities to work individually and in groups
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Themes for framing our understanding of HRM in an uncertain world
Learning about, understanding and explaining HRM in an uncertain world
COVID19 uncertainty
Diversity and wellbeing
Technological disruption
Sustainable HRM
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My daughter, granddaughters
Elizabeth & Henrietta & Wolfie
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Models of
HRM
Theories of
HRM
Concepts
relating to
HRM
Practical
examples of
HRM
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HR in disruptive times
Employee wellbeing in disruptive times
‘This thing is not going away’:
Cannon-Brookes warns on
mental health as prolonged
lockdowns loom
“To say that chief HR
officers are busy in the
COVID-19 era would be an
understatement. Now, more
than ever they are central
to how companies are
reimagining their personnel
practices to build
organisational resilience
and drive value” McKinsey
& Co July 2020.
“Technology billionaire Mike
Cannon-Brookes has urged
Australian employers to be
cognisant of rising mental health
risks for their staff as the nation
confronts the growing likelihood of
extended lockdowns in our largest
two cities”.
Atlassian’s new Head Office designed to
Enhance employee wellbeing The Age,
July 21, 2021
The Age July 20 2021
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This week’s learning objectives
Learning resources
Define and understand Human Resource Management (HRM),
Strategic HRM (SHRM) & Strategic Sustainable HRM (SSHRM).
Nankervis, A, Compton, R. and Baird, M. 2017/2020, Human Resource
Management Strategies and Processes, 9th/10th edition, Thomson,
Southbank. Chapter 1.
Recognise key challenges to HRM in an uncertain world using
key themes identified in the literature
Reading 1 (Weeks 1 & 2): Kramar, R. (2014) Beyond strategic human
resource management: Is sustainable human resource management the
next approach?, The International Journal of Human Resource Mangement,
25:8, 1069-1089 https://doi.org/10.1080/09585192.2013.816863
Be introduced to and be familiar with key theories, assumptions,
and concepts related to HRM.
Reading 2: Minbaeva, D. (in press) Disrupted HR? Human Resource
Management Review https://doi.org/10.1016/j.hrmr.2020.100820
Be aware of the key points in this week’s reading.
Reading questions worksheet (available on Moodle)
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Resource Based View Video on Moodle
What is HRM?
You can do this for Weeks 1 OR 2
§
Watch the video ‘On becoming a
strategic partner…’ found in the
Week 1 section of Moodle.
If you want to read the article related to
the video you can find it on Moodle.
§ On Becoming a Strategic Partner:
The Role of Human Resources in
Gaining Competitive Advantage – J.
Barney, P. Wright 1997 – Working
Paper 97-09, Working Paper Series,
Centre for Advanced Human
Resource Studies, Cornell
University
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The value of employees to the organization
(see the video on Moodle)
What is HRM? Key definitions may imply
different assumptions and outcomes
§
HRM is about managing the employment
relationship:
The management of employees for their own benefit
and for [to benefit] their organisations (Nankervis et
al 2017: 3)
HRM is about influencing individual
attitudes and behaviour:
“HRM refers to policies, practices and systems that
influence employees’ behaviour, attitudes and
performance” (Kramar et al, 2014: 4)
HRM and conflict
HRM has always been located at the interface of
potentially conflicting forces within organisations
(Marchington, 2015: 176)
Strategic HRM is about aligning HR
activities to achieve strategic business
objectives:
“A coordinated and integrated approach to HRM
which ensures that HRM strategies and processes
are aligned with broad organisational goals and
strategies” (Nankervis et al, 2020: 558).
Barney and Wright (1997: 4)
– The resource based view of the firm
argues that ‘people are of value’ to the
organization
– Competitive advantage (making one
firm more profitable than its
competitors) comes from
§ Organisational capital eg firm’s
structure, planning, controlling,
coordinating and HR systems
§ Human Capital eg skills,
judgement and intelligence of
employees
– However human capital can only
provide competitive advantage if
organized through an HRM system
§ They suggest the VRIO framework
HRs that are valuable, rare,
difficult to imitate and organized
appropriately
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HRM is important to organisations because
Early models
• Early models of HRM
Organisations are part of a broader context that shapes their HRM
approach and the organisation of work
– US models
• Beer et al’s Harvard Model
» Acknowledges stakeholder interests and tradeoffs
» Benefits to the organisation, employees and society
Organisations and managers
• Frombrun’s Model (Michigan Model)
» Early strategic HRM model with focus on org. outcomes
• Need/must leverage the value of employees to meet strategic goals
• Are looking for competitive advantage that comes from managing employees’ attitudes
and behaviours through HRM (by directing employee efforts towards organizational
goals)
• Must manage the employment relationship legally and ethically
• In an uncertain environment, they must be aware of stakeholders
– UK model
• UK model of HRM
– Has roots in IR and Personnel admin
– Acknowledges conflict and mutual gains
Hence we need to consider conflicts between employee organizational
and broader social goals
• Main model developed from these models
– Strategic HRM model
• It is the model used in your textbook
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HRM models assume:
§ People are of value (otherwise
why bother with HRM?)
– Competing views about where this
value is and to whom? How
actualised?
§ HRM is a management
function/activity
– Does it have to be a ‘top down’
activity?
– Does it always have to be directed
towards what management want?
§ HRM influences employees’
individual attitudes,
behaviours, psychological
states
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The Harvard Model
Stakeholders
Shareholders
Management
Employee groups
Government
Community
Unions
§ HRM works as an
organisational system within a
broader social system
§ This implies inputs, outcomes and
alignment
§ Is affected by factors both
inside and outside the
organisation (contingency
theory)
Situational Factors
Workforce characteristics
Business strategy
and conditions
Management philosophy
Labour market
Unions
Task technology
Laws and societal values
§ May have different outcomes
depending on underlying
theory
HRM Policy
Choices
Em ployee influence
Hum an resource
flow
Reward system s
W ork system s
External & Internal factors and
stakeholder groups
§ HRM is about power and
control (Whose power? Who
is being controlled? This view
is contested)
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HR Outcomes
Commitment
Competence
Congruence
Cost effectiveness
Long-term
Consequences
Individual well-being
Org. effectiveness
Societal well-being
Multiple beneficiaries
3 key stakeholders
Source: M. Beer, B. Spector, P.R. Lawrence, D.Q. Mills & R.E. Walton, Managing
human assets, Free Press, New York, 1984, p. 16.
See also Beer et al 2015.
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Using the Harvard Model to explain HRM
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Kramar suggests that we need to shift to a model of sustainable HRM
(we will talk more about this next week)
Current retail organisational responses
to the Victorian Government’s COVID
19 restrictions.
– Situational factors: changes to
business & strategy conditions due
to the increased spread of COVID 19
– Stakeholders: Govt health
authorities; customers; suppliers;
unions; community – eg Coles
messages to its customers and
community
– HRM Policy choices – pivot to offer
online, click and collect; actions to
protect worker and customer health
– HR outcomes – compliance most
important
– Longer term outcomes
§ Organisational
continunity/survival
§ Employee safety and wellbeing
§ Social/community support and
wellbeing
Kramar, 2014, p. 1076 defines sustainable HRM as ‘….the pattern of planned or
emerging strategies and practices……..
We need a new approach that moves the focus of HRM away from performance and
profits to sustainability (of organisations, employees and society) because the focus
on profits and performance has a negative impact on human and social outcomes
Sustainability is an imprecise concept but it has something to offer HRM (particularly
in times of disruption and uncertainty) particularly if it has a longer term focus that
benefits not only organisations but also employees, society and the environment
Outlines a range a criticisms of HRM/SHRM to support her argument for a strategic
sustainable HRM model
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A key debate: Employee or Human
Resource?
What does this mean?
§ Employee
– A member of the
organization that has a
legal and social
relationship to the
organization
– Managed using
administrative practices eg
‘personnel management’
– Viewed as a job holder to
do what they are employed
to do
– May not share the
organization’s aims and
aspirations
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§ Human Resource
§ Employees considered a
valuable resource to the
organization
§ HRM considered
necessary to achieve the
organization’s strategic
goals
§ Hence the organization
may invest in human
resources to make them
more productive and
valuable eg training
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So what does this mean for us?
HRM, Power and Conflict
• Unitarism (HRM/SHRM view)
– Common interests between employers and employees (what
is good for the company is good for employees)
– Assumes no need for unions/conflict resolution
It opens up a discussion about how much focus managers should place on meeting
organizational needs vis a vis employee needs and leads us to ask:
Can organisations remain focused on organizational needs (SHRM/hard HR) and still
gain competitive advantage i.e a focus on resources?
• Pluralism (Employee view)
– Assumes that employees may not share the organisation’s
goals
Can HRM be focused on employee needs and wellbeing (soft HR) and gain
competitive advantage ie a focus on resourcefulness?
– Hence different stakeholders may have an ‘interest’ in what
an employer/organisation/ government/union does and act
on those interests to protect their interests eg unions
Is there a point in between that acknowledges that employee needs may not be the
same as organizational needs and that there needs to be a tradeoff eg a strategic
version of the Harvard Model?
Note: next week’s Davidson et al., reading
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In summary
§ Take aways from this week
– HRM is focused on ways in which employees are valuable
(productive, skillful, engaged etc) to the organisation
– The RBV is an economic theory that explains why ‘people
are of value’ – see the video on Moodle
– There is some debate about whether the focus of HR
should be just on organisational needs (strategic model of
HRM) or taking account of the needs of broader
stakeholders (Harvard model of HRM) see the Beer et al
reading for this week
– Linked to this is the debate about whether employees are
simply resources or better viewed as resourceful
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MONASH
BUSINESS
SCHOOL
MGF 2661 HRM – Week 2
Can HR rise to the challenge? HRM models,
theory & concepts to understand possible
responses to HRM in an uncertain world
Dr Susan Mayson
susan.mayson@monash.edu
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Who am I? And who I am more broadly……
§ Dr Susan Mayson
– Chief Examiner, Unit Coordinator, Lecturer
– Deputy Head of Department and Director
of Education, Department of Management
§ Susan.mayson@monash.edu
Ollie the dog
My daughter, granddaughters
Elizabeth & Henrietta & Wolfie
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MONASH
BUSINESS
SCHOOL
2
Learning outcomes
Learn
Learn more about the theoretical basis and conceptual models used to
explain HRM.
Use
Use the themes to understand the challenges faced by HRM in an
uncertain world
Understand
Understand the link between HRM and business strategy using the
SHRM/SSHRM model.
Identify and Identify and understand a number of concepts relevant to HRM theory
understand and practice.
Understand
Understand the changing nature of HRM and the implications for HR
managers.
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Week 2 Required Readings
Compulsory Reading for Weeks 1 & 2
Text: Nankervis et al., 2020 Chapter 1. Carefully read pages 22-45 (save pages 40-43 on Ethics and HR
for Week 3) take particular notice of the SHRM model, fig 1.5 page 44.
Kramar, R. (2014) Beyond strategic human resource management: Is sustainable human resource
management the next approach?, The International Journal of Human Resource Mangement, 25:8,
Additional preparation )Watch the video ‘On becoming a strategic partner…’ found in the Week 2
section of Moodle.
Optional: If you want to read the article related to the video you can find it in the reading list
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BUSINESS
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What we discussed last week
What is Human
Resource
Management? (see
lecture slides)
•A system (represented by a model) that helps us to understand
how employees can be made valuable and the outcomes that
flow from this
Resource based view
of the firm (see Video
on Moodle)
•Economic theory that argues that employees are valuable
resources that need to be invested in and developed
Harvard Model (see
your text + lecture
slides)
•A model of HRM that recognises the impact of multiple
stakeholders on an organisation’s HR policy choices
•A model of HRM that has multiple (plural) outcomes that relate to
employees, the organisation and society more generally
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What is HRM? Key definitions may imply
different assumptions and outcomes
HRM is about managing the employment
relationship:
The management of employees for their own benefit and
for [to benefit] their organisations (Nankervis et al 2017:
3)
HRM is about influencing individual attitudes
and behaviour:
“HRM refers to policies, practices and systems that
influence employees’ behaviour, attitudes and
performance” (Kramar et al, 2014: 4)
HRM and conflict (creating tensions and
paradoxes)
HRM has always been located at the interface of
potentially conflicting forces within organisations
(Marchington, 2015: 176)
Strategic HRM is about aligning HR activities
to achieve strategic business objectives
“A coordinated and integrated approach to HRM which
ensures that HRM strategies and processes are aligned
with broad organisational goals and strategies”
(Nankervis et al, 2020: 558).
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Resource Based View of the firm: People are of value
Resource Based View (see video on moodle)
• Human resources are
• “the characteristics of a firm’s human resources, including all of the knowledge,
experience, skill and commitment of a firm’s employees, and their relationships
with each other and those outside the firm” (Wright et al 1994 cited in Barney
and Wright, 1997:4)
• The role of (S)HRM is to utilise human capital resources as a valuable firm resource
to achieve strategic outcomes this has the potential to create value and therefore
competitive advantage
Theoretical assumption: This perspective explains how and why
‘people are of [economic] value’ to the firm
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HRM models
Harvard, Strategic HRM & Sustainable HRM
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Model #1 – The Harvard Model of HRM
Stakeholders
Shareholders
Management
Employee groups
Government
Community
Unions
Situational Factors
Workforce characteristics
Business strategy
and conditions
Management philosophy
Labour market
Unions
Task technology
Laws and societal values
HRM Policy
Choices
Employee influence
Human resource
flow
Reward systems
W ork systems
External & Internal factors and
stakeholder groups
HR Outcomes
Commitment
Competence
Congruence
Cost effectiveness
Long-term
Consequences
Individual well-being
Org. effectiveness
Societal well-being
Multiple beneficiaries
3 key stakeholders
Source: M. Beer, B. Spector, P.R. Lawrence, D.Q. Mills & R.E. Walton, Managing
human assets, Free Press, New York, 1984, p. 16.
See also Beer et al 2015.
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Understanding the Harvard Model by looking at
its various parts
Stakeholder interests (power and
conflict)
Pluralist (see your text)
Situational factors (eg
context/environment factors)
Shape/constrain strategic choice eg labour market
factors, demographics
HRM Policy choices (multiple
focus)
Management choices aimed at multiple HR
outcomes
HR outcomes (the ’Four Cs’)
What the organisation wants to achieve from its
HR policy choices (may be shaped by1 & 2 above)
Long term outcomes (multiple
outcomes = pluralist)
Assumed benefits of HRM for individuals, the
organisation and society in general. Plural
outcomes
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Model # 2The Strategic HRM Model
(SHRM)
• “A coordinated and integrated approach to HRM
which ensures that HRM strategies and processes are
aligned with broad organisational goals and strategies”
(Nankervis et al, 2020: 558).
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A Simplified SHRM Model
Vertical alignment
Dynamic external environment
Global, National, Regional & Local
HRM strategies and
Firm’s strategic business plan
Key stakeholders
And policies to
support business
objectives
Strategic choice
Dynamic external environment
Economic, political, social, legal
HRM activities
and industrial relations
COMPANY’S
STRATEGIC OUTCOMES
Performance
Productivity
Flexibility
Effectiveness
Cost effectiveness
Profitability
Achievement
of business
outcomes
Horizontal alignment
See Fig. 1.5 page 39 of your text
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Linking the Resource Based View (RBV) and the SHRM
model
Employees = ‘human capital’ that add value/are valuable to the firm when
effectively organised or managed using HRM policies and practices
As firm resources, HRM systems are used to leverage/extract the value of
employees to the firm e.g. training, performance management, work design,
motivational practices to direct employee efforts to organizational outcomes
Competitive advantage focuses HRM on organizational outcomes. Employees
are managed as ‘resources’ to achieve organizational outcomes
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Model # 3 Strategic Sustainable HRM (Kramar, 2014)
Sustainable HRM looks beyond SHRM’s focus on organisational outcomes by
recognizing the broader impact of SHRM and HRM practices on human & social
outcomes (externalities of HRM)
Criticises SHRM and offers an expanded model that includes ‘3 Pillars’ of sustainable
HRM for businesses – financial performance, social performance & ecological/
environmental performance (see p. 1071)
Focus is on the process of HRM not just content, broad measures of org. performance
and developing new capabilities to contribute to environment sustainability
Recognises the stakeholder focus of Corporate Social Responsibility (CSR) & Corporate
Social Performance (CSP) but wants a broader view of outcomes and stakeholders
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Sustainable HRM Model (Kramar, 2014,
p.1081)
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Making sense of the Sustainable HRM model
Link to business strategy and broader context (complex and uncertain) same
as SHRM model
Focus on HRM processes ie how do they impact the individual, the
organization, society and the economy
Unlike the SHRM model (but perhaps implied in the Harvard model) there are
tensions or paradoxes that arise from HRM systems and processes e.g.
efficient use of people and maintaining human capabilities (this is apparent
from the Jetstar example)
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Making sense of the Sustainable HRM model
Outcomes of the Sustainable HRM must be evaluated in terms of organizational,
social, individual and ecological outcomes
Outcomes might include social and individual outcomes such as quality of the
employment relationship, health & well-being, quality of relationships at work
(equity, fairness, inclusion)
Outcomes might include organizational outcomes such as as productivity,
competiveness, cost effectiveness
Outcomes might include environmental outcomes such as energy use, resource use,
policies relating to work travel
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SHRM or Sustainable HRM at
Jetstar?
https://youtu.be/bOgGDhoWRdo
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Jetstar, RBV and SHRM
§
HRM practices that give Jetstar
sustained competitive advantage by
keeping costs low through aligned
HRM practices.
ü ‘Off-shoring’ labour/use of labour
hire companies in Thailand and
Vietnam
ü Recruitment: Access to an
abundance of staff (cheap and
hardworking) willing to work for
Jetstar – company brand and
perhaps Qantas reputation enhances
this
ü Retention: Access to low cost staff
who accept employment contracts
that offer ‘hard’ employment terms
and conditions including staff paying
a bond, paying for training, low pay
and fewer holidays
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SHRM & Jetstar: Strategic Outcomes
All outcomes relate
to organizational
success and survival
Employee needs
secondary but
assumed to be met
§ HR Outcomes (measured
in financial terms)
§ Performance
§ Productivity
§ Flexibility
§ Goal achievement
§ Cost effectiveness
§ Profitability
But ‘shadow’ outcomes that
have a negative effect on
individuals and society
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This gives Jetstar a competitive advantage that cannot be easily copied by
competitors
But the example demonstrates the broader outcomes of SHRM for
employees and we might argue society in general e.g. driving home from
long shifts may impact innocent others
Is it sustainable for employees? Probably not, but is is most likely sustainable
for Jetstar because the business model relies on a plentiful source of labour
in Thailand and Vietnam and high levels of control through the hiring firm
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In conclusion
We have covered a lot of territory today and we have knowledge of 3 HR models,
Harvard, SHRM and Sustainable HRM
Each of these models is underpinned by RBV assumptions but there is a difference
in opinion about the purpose of HRM and to whom the benefits of HRM flow
Each of these models assumes stakeholder involvement but the view of
stakeholders differs eg Harvard = individuals, the organization and society; the
SHRM identifies the organization and business stakeholders and Sustainable HRM
focuses on individuals, the organization, society and the environment
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Topic schedule leading up to your essay and a reminder about being prepared for your tutorials
Week 1 – What is HRM?
Themes to guide us in
understanding HRM in an
uncertain world
Week 2 – Can HR rise to the
challenge? HRM Models,
Theory & Concepts
Week 3 – What able
employees? Employee
motivation and engagement
and wellbeing in an
uncertain world
Week 4 – Sustainable HRM:
Can diversity and inclusion
offer economic, social and
environmental benefits for
organisations and
employees?
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How does this work in the real world?
Valuing graduates at the NAB
§ https://www.y
outube.com/w
atch?v=Vr6zj
YAjl0I
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What does this mean?
Reading the NAB example using the RBV (people
are of value) we can see that
• Graduates are viewed as valuable resources and needed to
meet strategic goals (future leaders)
• HRM is used to invest in employees as resources to gain
competitive advantage (NAB’s graduate program)
• HRM is used to motivate employee efforts towards
organizational goals by managing employees’ attitudes and
behaviours (Note what NAB promises)
• We also need HRM to manage the employment relationship
legally and ethically (Promised through well though out HR
programs)
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MGF 2661 Week 4
Sustainable HRM: Can diversity and
inclusion offer economic, social and
environmental benefits?
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Learning Outcomes
Understand
the concepts of diversity and inclusion and how they relate to antidiscrimination, competitive advantage and ethical management.
Explain
why diversity & inclusion are consistent with Sustainable Strategic
HRM (SSHRM)
Explore and key issues relating to diversity and inclusion as they relate to
understand SSHRM.
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Learning resources
Text :Nankervis et al., 2020 Chapter 2. Skim read chapter for an overview. Carefully read
pages 56 – 64 (Changes in the workforce and the nature of employment); pages 65 on pay
equity’; pages 66-73 (ageing workforce & changes in employment patterns; Chapter 5 page
192 diversity management pp. 204-207.
Reading 1: https://www.mckinsey.com/featured-insights/diversity-and-inclusion/diversitystill-matters
Reading 2: Maria Szulc, J., Davies, J., Tomczak, M.T. and McGregor, F.-L. (2021), “AMO
perspectives on the well-being of neurodivergent human capital”, Employee Relations, Vol.
43 No. 4, pp. 858-872. https://doi.org/10.1108/ER-09-2020-0446
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Diversity and Inclusion in an uncertain world (Dolan et al 2020
McKinsey article)
RVB tells us we must gain value from all resources, hence if diverse
groups are not nurtured then resources may be wasted
However during crisis diverse groups may lose jobs, support for diverse
groups may decline eg women with caring responsibilities in lockdown
“[D & I] could help companies….as an enabler of business performance
and organizational health and contribute to the wider effort to revive
economies and safeguard social cohesion” (Dolan et al 2020)
Benefits of diversity includes recruitment of top talent, improved
decision-making, improved employee motivation and satisfaction
(AMO), better customer service , improved social legitimacy
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Some definitions
§
Diversity (People’s similarities and differences)
§
§
Inclusion (Respect, acceptance, valuing all employees)
Diversity Management
• ’Creating an environment where individual differences are valued, respected, acknowledged and
included’ (Nankervis et al., 2020, p. 551 (Glossary entry)
§
Legal aspects of diversity (Government legislation)
• EEO: Employees have equal opportunity regardless of race, colour, gender, ability
• Remove sources of discrimination
• Affirmative Action : Recognises some groups eg women may need particular policies and
practices to achieve equality eg Workplace Gender Equity Agency
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Why is diversity and inclusion a topic of interest for us?
#1 Organisations fail to reflect our diversity back to us…….
§
§
§
§
§
Recent concerns about the diversity of
‘faces’ we see reporting the news, in films,
at high levels of organisations.
Ongoing concerns about the number of
women occupying board and senior
management roles
Added to this the invisibility of non-whites,
including Indigenous, LGBTIQ+ and those
with disability in organisations in general
and in senior management roles
Ongoing concerns relating to male
dominated organizational cultures leading to
sexual harassment eg Australian Parliament
House
Concerns that D&I is sidelined in crises
despite the benefits it offers
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Why is diversity and inclusion a topic of interest for us
#2 Lack of attention to D&I may lead to negative organisational and individual effects
Discrimination impacts work, employment and HRM
§ Direct discrimination
• Employment policies and programs, outcomes and decisions that discriminate
on the basis of age, gender, race or ethnicity, ability, sexual orientation
§ Indirect discrimination
• Employment outcomes or decisions that do not seem to discriminate directly
but they disadvantage a person or group usually due to factors such as
motherhood, caring responsibilities, ability, sexual orientation.
§ Legal discrimination
• HR activities such as recruitment and selection using job related criteria = legal
discrimination
HRM has a role in managing diversity and inclusion to avoid negative
effects for the organisation, its employees and society more generally
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DIVERSITY AND DISCRIMINATION ISSUES IMPACT ORGANIZATIONAL
OUTCOMES VIA THE EMPLOYMENT RELATIONSHIP AND EMPLOYEES’
PARTICIPATION AT WORK (LIMITS OPPORTUNITIES FOR
PARTICIPATION)
Why is are
these things
a concern
for HRM?
DIVERSITY AND DISCRIMINATION IMPACT AT THE INDIVIDUAL LEVEL
EG EMPLOYEE ATTITUDES, ENGAGEMENT AND WORK MOTIVATION
AND SATISFACTION
LEGALLY AND ETHICALLY EMPLOYEES HAVE RIGHTS AND INDIVIDUALS
SHOULD NOT BE DISADVANTAGED OR DISCRIMINATED AGAINST DUE
TO NON-JOB RELATED CHARACTERISTICS
STRATEGICALLY, LACK OF ATTENTION TO D&I MAY IMPACT
ORGANISATIONAL PERFORMANCE
SUSTAINING WORKFORCES AND ORGANISATIONS IS DIFFICULT WITH
NEGATIVE IMPACTS ON EMPLOYEES, THE ORGANISATION AND
SOCIETY
8
Theory to make sense of diversity & inclusion
§
§
Resource based view/human capital
theory
• Importance of valuing/capturing value of
human resources ie can we argue male
resources are more valuable than female
resources?
• Managing diversity viewed as a source of
competitive advantage for organisations eg
importance of bringing many different skills
and abilities into the organisation
SHRM model
• Deployment of (valuable/useful/relevant)
resources through HRM to achieve
sustainable competitive advantage for the
organisation
• Short-term and business focused
• May have negative effects in the interests of
efficiency eg Jetstar
§
§
9
Harvard Model
• Stakeholder focus including minority
employee groups e.g women, LGBTIQ,
neuro-diverse employees
• Trade off outcomes for individuals, the
organisations and society/community
Sustainability framework
• Broader view of stakeholders includes
non-business eg the environment
• Long-term focus
• Activities that may cost the organization in
the short run to achieve sustainable
outcomes
9
9
3
3/12/22
Different approaches to diversity and inclusion (implied by the theory
Business Case/SHRM (efficiency and effectiveness)
• Invest in and use all available resources
• Economic benefits ie competitive advantage and improved performance, legal compliance
• Broad view of diversity and mobilizing diverse workforces to benefit the organization and employees via diversity and inclusion.
• Branding organisations as open and diverse places to work
• Eg McKinsey article
Organisational culture & change
Business Case/SHRM (normative change)
• Eg IBM approach
Diversity and inclusion linked to ethical and social issues related to inequalities of access. Need to trade off outcomes (Harvard & SSHRM)
• Legally, employees have rights and employers have responsibilities to treat employees equitably and fairly
• This may not always be in the interests of the organisation eg Harvard Model
• Government and organisational efforts to remove/prevent inequalities
• Consider broader criteria for valuable skills and abilities eg neuro-diverse employees, women, LBGTIQ+
10
10
In the news today – Call to make preventing sexual harassment and sex
discrimination a positive duty of employers
§ Calls to amend the Federal Sex
Discrimination Act to take reasonable
measures to eliminate sexual
harassment and sex discrimination
rather than have a system that relies
on complaints by those affected
§ Complaints system has negative
effects on complainants
§ Efforts to prevent and eliminate
harassment and discrimination would
lead to safer and more sustainable
workplaces
§ Linked to Respect@Work report and
debates
I call on all employers to join me in creating safe, genderequal and inclusive workplaces, no matter their industry or
size. This will require transparency, accountability and
leadership. It will also require a shift from the current reactive
model, that requires complaints from individuals, to a
proactive model, which will require positive actions from
employers. Ultimately, a safe and harassment-free workplace
is also a productive workplace.
Kate Jenkins Sex Discrimination Commissioner
https://humanrights.gov.au/our-work/sex-discrimination/publications/respectwork-sexualharassment-national-inquiry-report-2020
The Age, 12 August, 2021 p. 13
11
11
Diversity at IBM: changing cultural norms to enhance D&I
Diversity and Inclusion at IBM Australia
§
Diversability – a group dedicated to furthering the
needs of people with disability.
§
Women@IBM – a group which aims to support the
growth, development, advancement, and recognition
of women in IBM.
§
Eagle (Employee Alliance for LGBT+
Empowerment) – a group for LGBT+ employees and
their allies.
§
Aboriginal and Torres Strait Islanders – This
group focused on creating and implementing IBM’s
Reconciliation Action Plan (RAP) vision and
objectives.
§
Maori & Pasifika – This group is dedicated to
weaving te reo Maori and tea o Maori into all of IBM
NZ’s culture and practices.

12
12
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3/12/22
Another way of looking at D & I is a Sustainable HRM approach
Diversity and inclusion offers benefits for society, the organisation, the
individual and the environment eg the Kramar model of strategic sustainable
HRM
Longer-term focus that recognises stakeholders beyond the business eg
flexible work practices such as working from home offers social and
environmental benefits
13
13
Using Kramar’s model of Strategic Sustainable HRM model to illustrate
diversity and inclusion
Org Effects
Inclusion of broad
range of HRs
Sustainability tensions
Recognising a range approaches to HRM
Organisational Context
Dynamic external environment
Socioeconomic, ecological,
institutional and technological
context
Firm’s strategic business plan
Key stakeholders
Strategic choice
Sustainable
Approach to D&I
H R M strategy
Policies to support
strategy
HRM practices/
activities
Social effects
Social equity such as
employing neurodiverse emp.
Individual effects
Growth,
employability, lifelong learning
Ecological effects
Working from home
and/or other
environmental
policies
14
14
Making sense of the Sustainable HRM model
Link to business strategy and broader context (complex and uncertain)
Focus on HRM processes ie how do they impact the individual, the organization, society
and the economy. Recognises that different views of sustainability lead to different HR
focus and outcomes
Unlike the SHRM model (but implied in the Harvard model) there are tensions or paradoxes
that arise from HRM systems and processes e.g. efficient use of people and maintaining
human capabilities (this is apparent from the Jetstar example)
15
15
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3/12/22
Lack of action on diversity & inclusion leads to negative outcomes for employees, the organization, society and
the environment
Discrimination (direct and indirect) may impact of particular groups of staff eg women,
older workers, young workers, those with disabilities may impede organizational
performance and individual satisfaction.
Workplaces/practices that exclude young/old/LGBTIQ+/people with disabilities lead to
unequal social outcomes eg access to good quality employment, meaningful work
Recognising D & I expands individual and organizational focus on non-business
stakeholders and may offer environmental benefits
16
16
Diversity and Inclusion at Xero
At Xero, we value diversity and inclusion and
the benefits these bring to our business. They
accelerate innovation and embrace the
unique experience, ideas, skills and
perspectives of our people. They help us to
attract and retain top talent and to bring out
the best in everyone. They also enable us to
better reflect and serve our customers,
partners and the diverse communities which
we interact with every day. By driving better
outcomes through diversity and inclusion, we
believe this can amplify our positive impact on
the world. By diversity, we mean
acknowledging, appreciating and celebrating
all the ways we are different in all
https://www.xero.com/au/about/social-and-environmental-impact/diversity-and-inclusion/
17
17
AMO, well-being and neurodivergent human capital (Szulc et al 2021)
§
§
§
§
Neurodiversity describes a range of differences in human thinking styles
AMO framework key to understanding appropriate HRM activities to meet
needs of this group of employees.
HRM strategy must include individual + organization-wide approaches
Practices include
• Modified recruitment and selection practices
• Work design
• Training and Development
• Individualised support
• Culture change to remove stigma and discrimination
18
18
6
3/12/22
Recruiting neurodiverse employees at the NAB
19 https://www.youtube.com/watch?v=yWiVgVK1o2U
19
In summary, diversity & inclusion is a legal, ethical, strategic and sustainability HRM issue for
organisations
•
Diversity & Inclusion contributes to performance by meeting individual and organisational needs but must be accompanied by nondiscriminatory policies (SHRM & Harvard)
• D&I focused HRM can lead to competitive advantage through improved individual well-being and
performance leading to organisational performance.
• The AMO framework relevant here
•
Business case: strategic response to current conditions (SHRM)
• Uncertain and dynamic context eg COVID19 may need new ways of thinking and doing – diversity offers
this
• Diversity of workforce & ‘war for talent’
• Diverse customer markets, globalised markets
• Improved performance outcomes
•
The RBV case (related to above)
•
The Sustainability case
• Competitive advantage by overcoming the above or managing more effectively
• Firms that manage their diverse workforces may be more profitable than their competitors eg IBM
• Longer term approach that considers outcomes for business and non-business stakeholders
• Looks to make work and employment sustainable and hence organisations and are sustainable
• Meets social needs through attention to minority groups who may not have access to good quality
employment
20
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3/12/22
MGF2661 WEEK 3
EMPLOYEE ENGAGEMENT,
MOTIVATION AND WELLBEING
1
Learning outcomes
Examine the contribution of employee motivation and
engagement in creating sustainable and successful organisations
With reference to our key themes understand issues relating to
employee wellbeing and the contribution of wellbeing to
organisational success
Understand the challenges to employee motivation, engagement
and wellbeing brought about by an uncertain world.
2
2
Nankervis et al., 2020 Chapter 1.
Learning
resources
Salas-Vallina et al (2021), “Well-being in
times of ill-being: how AMO HRM practices
improve organizational citizenship
behaviour through work-related well-being
and service leadership”, Employee
Relations, Vol. 43 No. 4, pp. 911-935.
3
1
3/12/22
People are of value but as the RBV tells us we need HRM to gain that value
for organisations
Re-capping from
last lecture
We how have 3 models of HRM (possible ways of gaining value from
human resources) and some different assumptions about how this works
We have an example (Jetstar) and knowledge (Kramar, 2014 and Beer et al
2016) that we cannot assume that it is easy to derive value from
employees using HRM (there may be negative effects on employees
4
Here are our 3 Models of HRM
Harvard/HRM view (humanistic/soft): Employees are valuable resources/resourceful
• A key outcome of HRM is to invest in employees to meet their needs so they are productive
• Value protected through ‘stewardship’ (meet needs, protect interests)
• Focus on tradeoffs between effectiveness and efficiency which has flow on impacts to benefits to society
SHRM view (instrumental/hard): Employees are valuable firm resources (‘owned’ by the firm)
• A key outcome of HRM is to extract value from HRs to achieve strategic goals
• Resources deployed for organisational purposes (assumes benefits will flow to emplloyees)
• Focus on cost effectiveness and efficiency (greatest value at lowest cost) eg Jetstar
Sustainable HRM: Employees are a strategic resource but recognizes that HRM may create negative outcomes
• Business strategy must be developed with employees, organization, environment, economy and society in mind
• Recognises an uncertain and complex context (see also Minbaeva, 2021)
5
5
Moving on to employee engagement, motivation and wellbeing
Remember this definition of HRM? HRM refers to policies, practices and systems
that influence employees’ behaviour, attitudes and performance” (Kramar et al,
2014: 4)
Salas-Vallina et al 2021 suggest an Ability, Motivation and Opportunity (AMO) as
a theory for influencing behaviour using HRM AMO focused practices.
Assumes that it is important to consider AMO where employees work in
challenging and difficult work contexts where employers rely on organizational
citizenship behaviours (discretionary effort)
Assumes employee wellbeing will moderate performance directed behaviours
through organization citizenship behaviour (OCB) or discretionary effort
6
6
2
3/12/22
The Ability, Motivation and Opportunity framework
Ability, Motivation and Opportunity (AMO) is a framework that explains
the link between performance and HR practices that enhance employees’
ability, motivation and opportunity
Humanistic (soft) focus on providing employees with a supportive work
environment eg autonomy, challenge, constructive feedback, mutual
respect and trust
Ability – skills to carry out the job
Motivation – intention to achieve goals
Opportunity – opportunity to achieve results
7
7
AMO related HRM practices
Ability
§ recruitment and selection
§ training and development
Motivation
§ rewards (individual and group)
§ performance management
§ job security, promotion and
professional development
Opportunity
§ working conditions
§ work design, leadership, tools and
resources, time (flexibility)
§ voice/participation
8
8
AMO in practice at PWC
Overhaul of pay and bonus structure (motivation) and New Learning academy
(ability and opportunity)
“This strategy is about ensuring not only that we continue to attract the best and
brightest minds in the market, but also that we can continue to motivate, inspire and
provide value for our hard-working and talented team of employees at every stage of
their career………“ (Catherine Walsh Head of People and Culture
PwC Australia Partner, Andrew Curcio, who is the Joint Global Leader of the Reward
and Benefits Practice, said the things employees value most has changed over time –
especially in response to the pandemic.
While financial reward is important, career development, skill-building, mentoring
support and wellbeing are much more than just afterthoughts, but instead are among
the key themes people value most.”
https://w w w.hcam ag.com /au/news/general/big-four-firm -pwc-australia-overhauls-pay-and-bonuses-as-war-for-talent-heats-up/
9
9
3
3/12/22
Discretionary or extra-role behaviours (Organisational Citizenship
Behaviours)
§ OCBs are viewed as ‘extra-role’ behaviours
that are not directly linked to formal roles and
rewards eg helping behaviours towards the
organization or others in the organisation
§ OCBs are enhanced through HRM practices
that give employees ‘self-determination’ eg
opportunities to make decisions/have a say in
decisions that affect how they do their work
(ability to participate in decision-making,
flexibility, responsibility
§ OCBs are vital to help organisations manage
in an uncertain and dynamic environment
where employees and the organization are
under pressure
10
10
Pivoting for COVID19 in the Department of Management (yet again!!)
§ Challenging work: teaching online in the world of
Corona Virus and lock down
• Dept of Management staff and TAs have had to put teaching
online at very short notice.
• The behaviours required to do this were ‘extra-role’ in that
we all worked beyond formal workloads and worked
towards outcomes that were really uncertain and not
formally mandated in the department
• Personal resources very important eg resilience and
optimism, well-being most likely challenged
• Efforts of staff supported by leadership, flexibility,
recognition that we are all facing a major challenge – the
opportunity for some staff to shine in their helping
behaviours
• Intrinsic motivation – personal growth and development,
upskilling
• Strategic alignment – strong realization of the importance of
Monash as a teaching and learning institution
11
11
Employee wellbeing – link to OCBs that enhance performance
Employee wellbeing (Salas-Vallina et al 2021, p. 915)
• The overall quality of an employee’s experience at work (i.e. they feel good at work
and about work)
• 3 elements: psychological (happiness & self-actualization), physical (health &
safety) and social (trust/social support)
• Assumes wellbeing and performance are linked through OCBs
Employee wellbeing (World Health Organisation)
• Wellbeing is a ‘state of complete physical, mental and social well-being, not merely
the absence of disease or infirmity’ (WHO, 1946 cited in Guest 2017, p. 26)
Other elements of wellbeing
• Related to ‘fulfilment of potential and finding meaning and purpose in work’
(Guest, 2017, p. 27)
• Also flexibility and individual autonomy
12
12
4
3/12/22
HR practices designed to
promote employee well-being
HRM dimensions of well being
HRM practices
Investing in employees
Recruitment and selection
Training and development
Mentoring and career support
Providing engaging work
Jobs with autonomy & challenge
Information and feedback
Skills utilisation
Positive social and physical environment
Health and safety
Equal opportunities/diversity management
No bullying and harassment
Fair rewards
Security/employability
Organisational support
Voice/participation
Flexibility and WLB
Performance management
13
Guest, 2017, p. 31
13
HRM and Motivation – intrinsic work
motivation (White and Bryson, 2013)
Intrinsic Work M otivation
• Intrinsic job satisfaction: subjective rewards gained from
doing work well that reflect feelings of accom plishm ent,
grow th, developm ent, self-esteem , personal satisfaction (p.
387)
Participative practices
• Work design em phasizing team -work leads to autonomy &
responsibility (p 388-89)
• Provide learning and networking and feedback
opportunities
• Provide skills variety and com plexity
Supportive practices
• Reward m anagem ent (incentives)
• Training and Developm ent
• Recruitm ent and selection (personality/skills tests)
See also Table 3 on page 397 of the article on Moodle
14
14
Employee engagement, motivation and wellbeing
Employee (work) engagement (EE) “….a positive, affective-motivational state of high
energy combined with high levels of dedication and a strong focus on work” (Bakker and
Albrecht, 2018: 4)
• EE is linked to high levels of ‘creativity, task performance, OCBs and client satisfaction which are outcomes of
interest to HRM
The definition implies that the experience of work is key to employee and organizational
success
• Employees can be/should be psychologically invested in work in order to be motivated
• This leads to high levels of performance, commitment and retention
This suggests a key role for HRM in shaping employees’ experience of work by meeting
their needs
• the concept of job resources helps us to understand intrinsic and extrinsic motivation
15
5
3/12/22
Engagement and psychological wellbeing
§ Workplace social capital
• Helping others (and being helped) within work teams
• Different teams recognizing each other’s contributions to
solving/completing work tasks
• Teams believe manager takes their needs and views into
consideration when making decisions
• Shared agreement within the organization about how tasks
should be completed
• “By focussing on collaboration, helping behaviours,
communication, mutual trust, and shared understandings of
work tasks, social capital clearly qualifies as a job resource”
Ohsalert.com.au – Boosting social capital boots psychological wellbeing
16
16
So, what did Salas-Villina et al set out to do and what did they find in their study?
Hypothesised that challenges from the external environment of healthcare
organisations need employees to engage in a broad range of discretionary
behavious (those that are not necessarily formally rewarded) to help the
organization to achieve its outcomes
Recognises the need for HRM practices that motivate and engage employees
(soft or humanistic approach) – identify importance of employees having choice
and voice (self-determination) and the need to consider work-related wellbeing
and mutuality of interests (employees and the organization)
Found that AMO-related HRM practices influence discretionary behaviours and
that engagement mediates this relationship
Found that HRM practices aimed at enhancing work-related wellbeing mediated
the effectiveness of AMO practices in encouraging OCBs
17
17
How is this relevant for your understanding of
HRM and your essay?
Resource Based View of the Firm: In order to gain competitive advantage
organisations must draw value from their human resources using HRM
practices/systems. We have 3 models that explain (in different ways) how
this can happen.
Harvard model and ‘soft HRM’: HR choices should be concerned with
meeting individual, organizational and societal needs. The Harvard model is
often associated with humanistic or soft HRM practices
SHRM and ’hard HRM or instrumental ’: HR strategy should be designed to
help organisations achieve their objectives and this will be facilitated by high
levels of employee performance. To achieve this organisations may need to
move beyond ‘hard HRM’ practices to more intensive practices.
Sustainable HRM – Allows that there bay be negative impacts of HRM.
Therefore we need to consider using HRM to avoid those negative outcomes.
Using AMO/Engagement/Wellbeing focused HR activities can contribute to
avoiding negative outcomes of HRM and leveraging value from employees
18
18
6
3/12/22
In summary
§ A focus on AMO, engagement and wellbeing provides us with an
understanding of the ’human’ or behavioural aspects of HRM.
§ In uncertain and dynamic environments eg COVID19 organisations must rely
on ‘extra-role’ or OCBs contribute to the success of organisations but this
must be connected to an understanding of HRM that contributes to employee
engagement, motivation and well-being.
§ Our 3 HRM models offer a number of alternatives for how this might be
applied in an organizational context
19
19
Reading for next week: Sustainable HRM: Can diversity & inclusion offer economic, social and
environmental benefits for organisations and employees?
§ Text : Nankervis et al., 2020 Chapter 2. Skim pages 54-63. Carefully read
pages 63-79 (starting with Changes in the workforce and the nature of
employment).
§ Nankervis et al., 2017 pages 185 (equal pay) ; 191, 234, 258,262 (Equal
Employment Opportunity)
AND
§ Reading 1: https://www.mckinsey.com/featured-insights/diversity-andinclusion/diversity-still-matters
§ Reading 2: Maria Szulc, J., Davies, J., Tomczak, M.T. and McGregor, F.L. (2021), “AMO perspectives on the well-being of neurodivergent human
capital”, Employee Relations, Vol. 43 No. 4, pp. 858872. https://doi.org/10.1108/ER-09-2020-0446
20
20
7
MGF2661 Human Resource Management (Caulfield) 2022
Dr Susan Mayson: Department of Management, Faculty of Business and Economics:
Susan.Mayson@monash.edu.
List maintained by Monash University Library contact:
Text Book: Nankervis, A., Baird, M., Coffee, J. and Shields, J. (2019) Human Resource Management:
Strategy and Practice 10th Asia-Pacific Edition. Melbourne, Cengage Learning.
OR
Text Book: Nankervis, A., Baird, M., Coffee, J. and Shields, J. (2017) Human Resource Management:
Strategy and Practice 9th Asia-Pacific Edition. Melbourne, Cengage Learning.
Students should have access to a text book. It does not have to be the latest edition. If you are not using
the latest edition you will have to check the page numbers to ensure you are reading the correct
material. The E-Book version is also OK
Week 1
What is HRM? Themes to
guide us in
understanding key
challenges facing HRM in
an uncertain world.
Themes are sustainable
•
HRM; diversity and
wellbeing; technological
disruption; COVID
uncertainty
•
•
•
•
Week 2
Can HR rise to the
challenges? HRM
models, theory and
concepts to understand
possible responses
From your textbook (follow page number instructions below and read
Chapter 1 over Weeks 1 & 2 & 3)
Compulsory Reading for Weeks 1 & 2
Text: Nankervis et al., 2020 Chapter 1. Skim pages 2-12. Carefully read pages
13-22 take particular notice of the Harvard Model of HRM model, fig 1.1
page 14.
AND
Reading 1: Kramar, R. (2014) Beyond strategic human resource
management: Is sustainable human resource management the next approach?,
The International Journal of Human Resource Mangement, 25:8, 1069-1089
https://doi.org/10.1080/09585192.2013.816863
AND
Reading 2: Minbaeva, D. (in press) Disrupted HR? Human Resource
Management Review https://doi.org/10.1016/j.hrmr.2020.100820
AND
Additional preparation (Compulsory – you can do this for Week 1 OR 2)
Watch the video ‘On becoming a strategic partner…’ found in the Week 2
section of Moodle.
Optional: If you want to read the article related to the video you can find it
here.
On Becoming a Strategic Partner: The Role of Human Resources in Gaining
Competitive Advantage – J. Barney, P. Wright 1997 – Working Paper 97-09,
Working Paper Series, Centre for Advanced Human Resource Studies, Cornell
University
Compulsory Reading for Weeks 1 & 2
Text: Nankervis et al., 2020 Chapter 1. Carefully read pages 22-45 (save
pages 40-43 on Ethics and HR for Week 3) take particular notice of the SHRM
model, fig 1.5 page 44.
AND
Reading 1: Kramar, R. (2014) Beyond strategic human resource
management: Is sustainable human resource management the next approach?,
The International Journal of Human Resource Mangement, 25:8,
https://doi.org/10.1080/09585192.2013.816863
AND
Additional preparation (Compulsory – you can do this for Week 1 or 2)
Watch the video ‘On becoming a strategic partner…’ found in the Week 2
section of Moodle.
Optional: If you want to read the article related to the video you can find it
here.
On Becoming a Strategic Partner: The Role of Human Resources in Gaining
Competitive Advantage – J. Barney, P. Wright 1997 – Working Paper 97-09,
Working Paper Series, Centre for Advanced Human Resource Studies, Cornell
University
Week 3
Compulsory Reading for Week 3
What about employees? Text: Nankervis et al., 2020 Chapter 1.
Employee motivation,
AND
engagement and
Reading 1: Salas-Vallina, A., Pasamar, S. and Donate, M.J. (2021), “Well-being
wellbeing in an uncertain in times of ill-being: how AMO HRM practices improve organizational
world
citizenship behaviour through work-related well-being and service
leadership”, Employee Relations, Vol. 43 No. 4, pp. 911935. https://doi.org/10.1108/ER-05-2020-0236
Week 4
Sustainable HRM: Can
diversity & inclusion
offer economic, social
and environmental
benefits for
organisations and
employees?
Compulsory Reading for Week 4
Text : Nankervis et al., 2020 Chapter 2. Skim pages 54-63. Carefully read
pages 63-79 (starting with Changes in the workforce and the nature of
employment).
Nankervis et al., 2017 Chapter 5 (managing diversity & flexibility),
pp. 204-207.
Nankervis et al., 2017 pages 185 (equal pay) ; 191, 234, 258,262 (Equal
Employment Opportunity)
AND
Reading 1: https://www.mckinsey.com/featured-insights/diversity-andinclusion/diversity-still-matters
AND
Reading 2: Maria Szulc, J., Davies, J., Tomczak, M.T. and McGregor, F.L. (2021), “AMO perspectives on the well-being of neurodivergent human
capital”, Employee Relations, Vol. 43 No. 4, pp. 858872. https://doi.org/10.1108/ER-09-2020-0446
Week 5 Sustainable
HRM: Employment
contracts, relationships
and legal compliance
Reading for Week 5
Text: Nankervis et al., 2020 Chapter 3. Read pages 89-96 ; 110-113 ; 115-122.
Nankervis et al., 2017 Chapter 10 Manaaging workplace health and safety.
Read pages 476-481; 484-492.
AND
Reading 1: Lopez-Cabrales, A. & Valle-Cabrera, R. (in press) Sustainable HRM
strategies and employment relationships as drivers of triple bottom line,
Human resource Management Review.
https://doi.org/10.1016/j.hrmr.2019.100689
Week 6
Reading for Week 6
Sustaining the workforce
and sustainable staffing,
the challenges of HR
Planning in a changing
and uncertain
environment
Text: Nankervis et al., 2020 Chapter 4. Read pages 129-155 ; 165-167. If you
are interested in HRMIS then read that bit as well but it will not be examined.
AND
Reading 1: den Boer, H.; van Vuuren, T.; de Jong, J. Job Design to Extend
Working Time: Work Characteristics to Enable Sustainable Employment of
Older Employees in Different Job Types. Sustainability 2021, 13, 4719.
https://doi.org/10.3390/su13094719
Week 7 Making work
meaningful: Work Design
in a changing and
uncertain environment •
Reading for Week 7
Text: Nankervis et al., 2020 Chapter 5. Read pages 178-211.
AND
Reading 1: Parker, S. & Jorritsma, K. (in press) Good work design for all:
Multiple pathways to making a difference, European Journal of Work and
Organizational Psychology, https://doi.org/10.1080/1359432X.2020.1860121
AND
Reading 2: Kopp, B. 9 Trends That Will Shape Work in 2021 and Beyond
https://hbr.org/2021/01/9-trends-that-will-shape-work-in-2021-and-beyond
Week 8
Recruiting and keeping
employees: Talent
Attraction, Selection &
Retention
Reading for Week 8
Text: Nankervis et al., 2020 Chapter 6. Read selectively and be guided by the
lecture.
AND
Reading 1: Dumont, J., Shen, J., and Deng, X. (2017), Effects of green HRM
practices on employee workplace green behaviour: The role of psychological
green climate and employee green values, Human Resource Management,
56(4), 613-627.
https://doi.org/10.1002/hrm.21792
Week 9
Sustaining employee and
organisational
performance
Week 10
Are there meaningful
rewards beyond money?
Sustainable Reward
Management
Week 11
Employee advancement
and sustainable careers:
Talent Development and
Careers
Reading for Week 9
Text: Nankervis et al., 2020 Chapter 8. Read pps. 324-355 selectively and be
guided by the lecture.
AND
Reading 1: Kramar, R. (2021) Workplace performance: A sustainable
approach, Asia Pacific Journal of HRM, DOI: 10.111/1744-7941.12289
Reading for Week 10
Text: Nankervis et al., 2020 Chapter 7. Read selectively and be guided by the
lecture.
AND
Reading 1: McKinsey Organization Blog: Rethinking total rewards for the
post-COVID era https://www.mckinsey.com/businessfunctions/organization/our-insights/the-organization-blog/rethinking-totalrewards-for-the-post-covid-era
AND
Readings 2: Willis, Towers, Watson, 2021 Total Rewards
https://www.willistowerswatson.com/en-AU/Solutions/total-rewards
Compulsory Reading for Week 11
Text: Nankervis et al., 2020 Chapter 9. Read selectively and be guided by the
lecture.
AND
Reading 1: Pasko, R., Maellaro, R. and Stodnick, M. (2021), “A study of
millennials’ preferred work-related attributes and retention”, Employee
Relations, Vol. 43 No. 3, pp. 774-787. https://doi.org/10.1108/ER-05-20200224
Week 12 Overview
Where to from here?
Reading 1: https://hbr.org/2020/08/how-hr-leaders-can-adapt-to-uncertaintimes

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