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Strategic Integration and Devolvement

Similarly, team and interpersonal skills development for team members to support the implementation of teamworking appeared less important than research studies otherwise suggest (Delbridge et al. , 2000). One reason is that the teamworking implemented was parsimonious, particularly when compared with empirical accounts of its introduction in other contexts – for example, the autonomy aspired to from theoretical perspectives, such as the socio-technical perspective.

In the Inland Revenue, both the scope and degree of teamworking were limited, to a large extent because it followed an economic, rather than a social or cultural rationale (Currie & Procter, 2003). Yet we stre...

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...ss it represented more than just the label ‘teamworking’ ascribed by management to the reorganisation of work. There was significant change in managerial style, which involved less control and surveillance, and team members shared learning, which affected the way work was carried out.

As a result, team members enjoyed control over the methods and pace of work and made decisions about how to improve work processes, as well as making decisions about allocation of work (Marchington, 2000). It can be clearly seen from this comparative study that to succeed the organisations need to develop a strong and strategic vision; work through project teams to address future differentiation; and underpin their strategies through learning.

It doesn’t take long for a well established organisation like Marks & Spencer’s to plunge into falling profits and also it doesn’t require anything out of this world from a public sector bureaucratic styled organisation like The Inland Revenue. The organisations have to constantly innovate and renew their customer offerings and products by a project-based devolved business development integrated with learning. All the organisations need to have a strong leadership with a clear vision to succeed and some sort of benchmarking to have a constant eye on their progressive performance.

Analysis in HRM is concerned with identifying the strategic choices associated with the use of labour in firms and with explaining why some firms manage them more effectively than others. Strategic choices in HRM involve political compromises as well as serious cognitive challenges (Boxall & Purcell, 2000). Theory in HRM is made more complex by a range of factors, including the segmentation of internal labour markets, the influence of diverse contexts, and the interdependencies of strategic management in firms, among others.

Existing descriptive research illustrates the ways in which the HR policies and practices of firms are heavily shaped by contextual contingencies, including national, sectoral and organisational factors. As a field, HRM is important to researchers and students who want to understand business strategy better and of great practical significance to executives particularly to those executive teams that want to stand back from the detail of labour management and review the firm’s performance as an employer (Boxall & Purcell, 2000).

References

Boxall, P. , Purcell, J., (2000) Strategic human resource management: where have we come from and where should we be going? International Journal of Management Reviews, 14608545, Jun2000, Vol. 2, Issue 2 Brymai. A and Burgess, R. G. (1993) Analysing Qualitative Data. London: Routledge. Budhwar, P. , S. , (2000) Strategic Integration and Devolvement of Human Resource Management in the UK Manufacturing Sector. British Journal of Management, 10453172, Dec2000, Vol. 11, Issue 4 Buhler, P. , M. , (1999) The changing role of hr: partnering with managers. Supervision, 00395854, Jun99, Vol. 60, Issue 6

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