Annotated Bibliography Structure MGN415

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Nov 24, 2024

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Annotated Bibliography Human Resource Theory and Practice MGN415 [Your NAME] [Student number] Word count: [] Date uploaded: [dd/mm/year]

Annotation 1 The Bibliographical Information (the reference): Kramar, R. (2014). Beyond strategic human resource management: is sustainable human resource management the next approach?. The international journal of human resource management , 25 (8), 1069-1089. https://www.tandfonline.com/doi/abs/10.1080/09585192.2013.816863 The annotation: Summary: Kramar (2014), conducts an in-depth examination of the evolution of Human Resource Management (HRM) perspectives. They emphasise the transition from conventional HRM and Strategic HRM (SHRM) to Sustainable HRM, emphasising the change from a narrow focus on financial results to a broader range of human, social, and environmental implications. Sustainable human resource management recognises the interdependence of stakeholders, organisational systems, and the environment, supporting a stakeholder approach to sustainability. It opposes the conventional wisdom that managers are primarily answerable to shareholders and calls for taking into account the interests of diverse stakeholders. The work divides the literature on sustainable HRM into three categories based on their emphasis on economic, social, and environmental consequences, as well as the interrelationships between management practises and HRM. It continues by arguing that sustainable human resource management offers a new approach to people management, providing chances for multidisciplinary research and enhanced management practises in the face of global economic, social, and environmental concerns. Evaluation: Kramar (2014), claims that delivers a thought-provoking and thorough analysis of the history of Human Resource Management (HRM) paradigms, with an emphasis on the emergence of Sustainable HRM as a separate approach. The arguments given are both informative and persuasive, challenging traditional HRM beliefs and making a convincing case for adopting a sustainable viewpoint.

One of the source's primary features is its clear articulation of the historical backdrop, which traces the growth of HRM since the late 1970s and the establishment of Strategic HRM (SHRM). It clearly demonstrates how SHRM, which was primarily focused with financial outcomes, prepared the way for the development of Sustainable HRM, which acknowledges the broader consequences of HRM practises on stakeholders and sustainability. On the other hand Kramar (2014), argues that Sustainable HRM constitutes a paradigm change by emphasising not just financial outcomes but also human, social, and environmental concerns. It questions the traditional wisdom that managers are only responsible to shareholders and advocates for a stakeholder-centric strategy that aligns with organisations' developing expectations in a changing global context. Furthermore, grouping the research on sustainable HRM into various groupings based on their emphasis on economic, social, and environmental results gives a systematic framework for comprehending the field's diverse viewpoints. It enables a nuanced study of the varied nature of sustainable HRM, revealing the author's extensive knowledge of the subject. While Kramar (2014), makes a strong case for the relevance and value of Sustainable HRM, it could need a more in-depth examination of the actual obstacles and implementation tactics connected with implementing this approach within organisations. Furthermore, greater investigation of possible conflicts and trade-offs between diverse stakeholder interests, particularly in complex decision-making situations, would add to the source's argumentation depth. Reflection: This information, I anticipate, will considerably help to my understanding of both strategic and sustainable HR, particularly in the context of supporting decent work practises. It gives me a historical perspective on the growth of HRM paradigms, which helps me understand the shifts in HRM's focus from traditional to strategic, and finally to sustainable methods. This historical backdrop will help me understand the reasoning behind these transformations and their ramifications for organisations and society. Furthermore, the source's emphasis on Sustainable HRM's stakeholder-centric approach is consistent with the modern concept of encouraging decent work, which includes fair labour practises, social inclusion, and environmental sustainability. It provides useful insights into how HRM practises might be modified to address societal implications rather than just financial objectives. This perspective will be critical in my investigation of HR's involvement in establishing decent

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work standards, since it emphasises the interdependence of organisational actions and social and environmental well-being. Annotation 2 The Bibliographical Information (the reference): Gibb, S., & Ishaq, M. (2020). Decent work: what matters most and who can make a difference?. Employee Relations: The International Journal , 42 (4), 845-861. https://www.emerald.com/insight/content/doi/10.1108/ER-04-2018-0099/full/html The annotation: Summary: Gibb and Ishaq (2020), explore the essential problem of work quality, stressing that while many people believe it to be good, there are large minorities for whom it falls short. The dynamic nature of the workplace, impacted by digital technology and developing management structures, has necessitated more study to uncover critical aspects influencing work quality and those who may contribute to its development. Gibb and Ishaq (2020), investigates the instance of Amazon, which moved from being criticised for low job quality to being a pioneer in increasing wages and working conditions. This instance highlights the possibility for change and emphasises the involvement of multiple stakeholders in moulding work quality, including public pressure and company strategy. Exploring the notion of "decent work" as a construct to understand work quality, emphasising the necessity of a collaborative research method, and drawing lessons from a specific setting (Scotland) are among the study aims. Evaluation: According to Gibb and Ishaq (2020), the critical problem of job quality, this is undeniably a prominent concern in modern labour talks. However, while the source provides useful information, it has significant limits that need careful consideration. Its analysis of the varied nature of work quality is a major merit. Stuart agrees that job quality is not a one-size-fits-all term that includes both "soft" and "hard" characteristics. This acknowledgement is critical because it fits with the fact that employees' evaluations of work quality might vary greatly depending on their job positions, industries, and personal preferences. By emphasising this

variability, the source supports a more nuanced approach to analysing and enhancing work quality. Furthermore, a powerful and current analogy is Amazon's metamorphosis from a symbol of low work quality to a leader in improving compensation and conditions. It indicates that even in giant businesses, beneficial improvements in work quality are achievable, and may be attributable to a mix of variables such as public pressure, legal threats, and strategy moves. This case study emphasises the importance of diverse stakeholders in determining job quality. The data it provides, however, has several restrictions. It mostly focuses on Scotland's distinct situation, which aren't always generally relevant. Work quality difficulties can vary widely among countries and sectors, and while the Scottish instance gives interesting insights, it may not completely represent the global workforce's complexity. Furthermore, Gibb and Ishaq (2020) do not go into detail on the various obstacles and downsides of the "decent work" model. While it advocates for a balance of "soft" and "hard" elements, it does not address possible trade-offs or conflicts that organisations may encounter while attempting to enhance work quality. Reflection: I anticipate that this point will be quite useful in furthering my understanding of the notion of decent work and its application to sustainable HR and strategic HR practises. For starters, it provides a complete view of what defines good work, emphasising the relevance of both "soft" and "hard" aspects. This perspective is consistent with the larger aims of sustainable HR, which attempt to establish work environments that prioritise not only economic success but also social and environmental issues. The investigation of the Amazon case study by the source demonstrates how strategic HR initiatives may promote improvements in work quality. It emphasises the idea that strategic HR actions, such as correcting wage inequities and improving working conditions, may result in positive changes in an organization's reputation and employee well-being. Furthermore, it calls for a collaborative strategy including a wide range of stakeholders, including employees, employers, and activists. This collaborative viewpoint is consistent with long-term HR practises, emphasising the need of including many stakeholders in decision-making processes to maintain fairness and long-term viability. In conclusion, this

source offers useful insights into the varied character of decent labour and its consequences for HR practises. It is consistent with my objective of learning how sustainable and strategic HR can help to the creation of good work environments that benefit both organisations and people. Annotation 3 The Bibliographical Information (the reference). 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, 2(2), 183-203. https://www.academia.edu/download/46570579/Strategic_human_resource_management_wh er20160617-20998-8kzh23.pdf The annotation: Summary: Boxall and Purcell (2000), investigate Strategic Human Resource Management (SHRM). The authors begin by examining the concept of SHRM, emphasising its broad scope, which includes many areas of employment relations, as well as its connection with organisational efficiency. They dive into two important areas of SHRM research: the controversy between 'best-fit' and 'best-practice' models and the integration of the Resource-Based View (RBV) of the enterprise into HRM. Boxall and Purcell (2000), call for a complete review of labour management strategy decisions, covering not just firm-level but also social considerations. They propose that HR professionals contribute to the RBV literature and advocate for multidisciplinary research and longitudinal approaches to examine changing management dynamics over time. This essay gives an in-depth look into SHRM, its intricacies, and the repercussions for organisations and society. Evaluation: Boxall and Purcell (2000), claim that gives useful insights into the area of Strategic Human Resource Management (SHRM) and its evolution. It does, however, have limits and places where it may be enhanced further.

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One of the source's strengths is its thorough examination of the important disputes and perspectives within SHRM. It successfully emphasises the ongoing debate between 'best-fit' and 'best-practice' models, providing attention on the contextual factors that impact HR policies and practises. Furthermore, including the firm's Resource-Based View (RBV) into HRM is a crucial contribution, emphasising the significance of intellectual capital, learning processes, and organisational agility. Furthermore, the article emphasises the practical importance of SHRM for executives and organisations, emphasising its relevance to social concerns such as income inequality and work-life balance that extend beyond the firm-level study. This wide viewpoint is consistent with the changing dynamics of the modern workforce and the information economy. However, there are some limits to the article. While it raises critical questions regarding the role of HR strategy in addressing social concerns, it offers no practical advice on how to attain these larger goals. It falls short of providing organisations seeking to apply good SHRM practises in a variety of scenarios with practical information. Furthermore, the article will help from more recent empirical research and case studies to back up its claims. Given the continually changing nature of work and human resource practises, an updated viewpoint would be more relevant. Reflection: To begin, the analysis of the 'best-fit' and 'best-practice' models within SHRM in the essay helps me comprehend the varied approaches to HR strategy. This knowledge is critical for developing HR practises that are aligned with organisational goals and values, hence contributing to long-term HR practises. Second, incorporating the Resource-Based View (RBV) into HRM emphasises the relevance of intellectual capital and flexibility, both of which are essential components of long-term HR. It motivates me to think about the long-term implications of human resource decisions on an organization's competitive advantage and sustainability. Finally, the article's emphasis on the larger societal implications of SHRM, such as tackling wage inequality and enhancing work-life balance, is consistent with the notion of establishing acceptable work environments. It motivates me to investigate human resource methods that encourage not just organisational success but also social responsibility and employee well- being.

Conclusion The conclusion of the first article by Robin Kramar is really pertinent and informative. Kramar contends that Sustainable Human Resource Management (SHRM), which emphasises the requirement for businesses to include sustainability into their HR practises, ought to be the next strategy. Drawing on in-depth research and demonstrating the shortcomings of conventional SHRM in tackling global environmental concerns, this conclusion is skilfully supported. The article by Gibb and Ishaq (2020), investigates Sustainable Human Resource Management (Sustainable HRM) from a paradoxical standpoint. It provides very applicable findings by emphasising the dynamic character of Sustainable HRM and addressing organisational conflicts and contradictions. The authors persuasively argue that organisations must balance economic and social sustainability, demonstrating that Sustainable HRM is not a one-size- fits-all notion. The article by Boxall and Purcell gives extremely important insights into the topic of Strategic Human Resource Management (SHRM). Their extensive research of SHRM's historical history, the best-fit vs. best-practice argument, and its integration with the firm's Resource-Based View (RBV) provides a deep knowledge of HR strategy. The writers skilfully illustrate the need of aligning HR practises with organisational goals and the role of intellectual capital in generating competitive advantage. Overall, these publications present persuasive arguments that greatly advance the conversation on human resource management, sustainability, and decent employment. They also give insightful information for both academics and industry professionals. Reference list Kramar, R. (2014). Beyond strategic human resource management: is sustainable human resource management the next approach?. The international journal of human resource

management , 25 (8), 1069-1089. https://www.tandfonline.com/doi/abs/10.1080/09585192.2013.816863 Gibb, S., & Ishaq, M. (2020). Decent work: what matters most and who can make a difference?. Employee Relations: The International Journal , 42 (4), 845-861. https://www.emerald.com/insight/content/doi/10.1108/ER-04-2018-0099/full/html 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, 2(2), 183-203. https://www.academia.edu/download/46570579/Strategic_human_resource_management_wh er20160617-20998-8kzh23.pdf

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Annotated Bibliography Structure MGN415

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