Accountability in Human Resource Management - Assignment Example

What Now? A book review of Jack J. Phillips’ Accountability in Human Resource Management Accountability in Human Resource Management describes important items in the HRM checklist. Written by Jack J. Phillips and published in 1999 by Butterworth-Heinemann Publishing. It was originally published by Gulp Publishing Company. The book took on the outline of an evaluation research. It is a valuable handbook in an endeavor to understand the HRM and HRD, the fine line which separates the two and the dynamics which unifies the two in every step of the business cycles and processes. The book is a fine guide as it does not only offer practical examples but provides the tools in evaluating how a group of people organized in such a manner as to perform specific business functions in a common workplace. Phillips’ assumption is quite simple – accountability. This must be the reason that his approach to HRM is evaluative in nature, oriented in problem identification and solving and posited on the notion on acting at the right time given the right information on the right situation. In Phillips point of view espoused in Accountability…, accountability is meaningless without evaluation. This appears to be the thematic thread in this comprehensively written book on HRM. Grounded theories have evolved since it became popular in mid-80’s (Partington, 2000). By taking the posture as grounded, Phillips’ book ventured into action research mode but not exactly similar to more popular grounded models of Glaser and Strauss. It must be treated then as variant of grounded approach requiring participation of the stakeholders (in this case personnel and managers). Theory wise, by taking the posture as grounded, it is essentially stressing the point of high state of awareness on what is happening in the workplace at any time. It gives the advantage of remaining scientifically objective and with tools for day-to-day contact between management and personnel. The book is divided into four parts which parallels the process of scientific inquiry. In part one of the book tackles frame working on how to measure human resource contribution. Several helpful approaches are mentioned which could be invaluable not only to HR practitioners but to management and even laymen who are interested in how organizations functions. Phillips stresses on the “need for a results based approach to HRM as human resource becomes “strategic business partner” as he describes the increasing role of HR practitioners in decision makers. This trend Phillips attributes to the increasing importance of bottom line approaches as management geared human resource to address the fundamental business issues and the bottom line in business is profit. Phillips contends that the increasing popularity of bottom line approaches is mainly due to the need for greater flexibility in modern workplaces which have undergone considerable changes as far as management and labor relations are concerned as industries interact with one another such as the IT industry has been greatly influenced by electronics, same way IT applications revolutionized record keeping, market simulation and even product designs. Phillips recognized that competitive global economy demands new approaches. Bottom lining is essentially attuning HR to business and its objectives. An HR that is sensitive to requirements of the business, HR then is as unique as the business. Bottom lining though has its dangers as Partington contends which is the tendency of its advocates to speak in vague terms and generalizations. Partington is especially wary of the social and environmental bottom lines aside from the more established financial bottom lines popular in the business sector (Partington, 2000). Parlington fears that such approaches without a means of quantifying the claims is dangerous as sweeping statements tends to explain nothing. Bottom lining is not gut feel but knowing substantially and being able to measures variables of interests such as productivity for example. Phillips prescribes adapting a new model on HRM which integrates the increasing importance of HR on influencing business results and the increasing awareness of management on the increasing importance of HR in delivering results. This he tackles in part two of the book. By suggesting a new model on HR, and by doing so, Phillips is junking the “piece meal” approach and he embarks on HRM with a systems overview, that the whole business organization is in motion with many components and personnel efficiently performing their tasks, the level of energy or intensity sustainable. This is the only way for HRM to perform at a profit – the bottom line. Modeling involves indicators and their measures or quantification to establish benchmarks and routines. Given a valuable guide as the Accountability…, it would be easy to link it up with other scales or measures such as creativity and innovativeness so necessary in creating effective HRM programs. In this sense, in this ability to influence results, to Phillips remains one of the windows to which HRM becomes linked to the decision making process. It is now expected to do something to improve business returns. Discipline in human resource management Phillips has gone to the extent to present the scientific method in relation to HRM. It is not only doing the measures or detailed observations but being able to manage evaluate data. The other half of the book is very devoted to this. Part Three is devoted by Phillips to different ways of measuring of contribution of HR in the whole business. There is a strong link between management and HR, that is, the two are dynamically intertwined as could be considered inseparable to an effective and smooth operation under a globally competitive economy as manifested in outsourcing for example which is redefining the usual management-labor relationship. In the emerging modern work place, perform or perish appears to be the norm. Accountability… provides the basic and a long checklist to how exactly HR could be made into a highly businesswise responsive. Phillips asserts that for optimum performance from HR, management must get involved with HR matters and HR people could very well facilitate increase in appreciation of HR by following tips from the book such as show results, quick and clear communication of needs, knowledge of business or define how could an HR program for example increase productivity or sales? Be a professional – presumably having performed well, management would be enjoined to participate or to involve deeply with HR. Visibility in management affairs would be most appropriate if HRM programs are succeeding and performing well. To execute the tips is not as easy at it seems as it requires objectivity and measures of success or performance and to do this underlines the importance of which data to collect, how to handle the mass of data and more important, how to use this data to influence results. Phillips went to a great extent to present the importance of measuring the total human resource effort under the assumption that to quote from Phillips, “the effectiveness of any function can be measured by some combination of cost, time, quantity, quality or behavioral indices.” To Phillips, identifying the correct measures and how to get these data is a core skill in HRM. Among the indicators or measures mentioned included HR expense, absence rate, turnover rates, job satisfaction and even commitment. This approach to HRM though could be daunting especially to most people not used to quantification and tends to be drowned with presentation of a lot of statistics. But once mastered, an HR manager with such a skill will indeed have the chance to influence business results as his knowledge would encompass the usual concerns of HR as well as the nitty gritty details of the business. That is he would be able to talk both in terms of personnel satisfaction as well as comfortable with returns on investments as well conversant on new trends and markets which may have impact on the business at a particular moment or which may have an strategic value later on. The book’s validity is anchored on its use of the scientific method and upgrading HRM tools to include objective analysis but in a point of view of participant in cycle of business transactions and performance. Data management and analysis is collegial or encourages team effort and contribution. Phillips is perhaps one of the authors which have succeeded in presenting a credible set arguments for the new approach to HRM. Tables, graphs and illustrations were used to emphasize major points such as the phases of benchmarking linking the whole process of research to setting of standards. In the aforementioned chart (Figure 9-1. The Seven-Phase Benchmarking Process), the author used a pie chart with seven slices, each part representing a phase that is necessary for an effective benchmarking process. By putting arrows in a circular fashion outside the pie, the illustration enhanced the idea that these phases constitute an entire process. Furthermore, the graphical presentation is easy to comprehend and shows at a glance the steps of benchmarking which involves a complex set of intertwined processes from determining what to benchmark to building the team, to identifying the benchmark partners, to collecting related data, to analysis, to presentation and disseminating the results to the final stage of initiating improving. Take note that use of illustrations not only explains the complexity in a comprehensible whole but gives the idea that such processes logically leads to other processes. As far as use of language is concerned the author used the jargon of HRM combining it with the scientific and objective presentations. The book is also liberally sprinkled with anecdotes and examples drawn from the actual experiences of the author and possibly drawn from the exhaustive data collection and documentation done by author. The Accountability… as we have said is handbook, furthermore a complete guide for HR practitioner and perhaps to give emphasis to the importance of thorough knowledge of the business environment, the author closes the book with the notion of communicating the results of all efforts. In conclusion, the author highlights the important role of communication, by saying that the results must be communicated effectively. To do so, the author summarizes seven points that can be implemented regardless, of audience, medium of communication, and the message. These points are as follows: The communication must be timely and relevant. That is information must be conveyed at the particular time when it is most needed or could have resulted to desired changes or states of affairs. The communication should be targeted to specific audiences – Having a specific audience in mind will result in communication that is most effective. This is because the message of the communication can be made to tailor-fit the needs, interests, and expectations of the target audience. Consequently, the amount of detail, content, length and slant of such communication will likewise be determined by the specific audience in mind. The media should be carefully selected – Along with having a specific audience in mind, the decision on the most effective medium becomes critical. Here, knowledge of the business and problems it confronts at a particular moment and situation in relation to HR comes into play. Other important tips on how to effectively use communication are also provided by Phillips such as communication should be unbiased and always modest. The understated presentation of communication stresses the information content and relevance not the form but it does not mean that it should be sloppy. Consistency of information being communicated is again a function of doing the homework of thorough study of the matter at hand. On the whole, the Accountability in Human Resource Management have outlined the conduct of HRM in evaluation mode. We learn that from persevering to “know the ropes” so to speak of HRM, is to know the details, familiarization with the nooks and crannies of human relationships as it pertains to business and even everyday life. It is not only efficiency but being effective, that is getting results translated to terms understandable to management – in terms of standard business indicators such as returns and expenses. Phillips’ book challenges the HR practitioner to reexamine his craft and incorporate other skills which will enable to him perform in bringing the workforce and management into a well geared productive system. To Phillips, the consequences inadaptability could lead to irrelevance of HRM and could lead as well to being uncompetitive. This is a valid claim, in a global trade and economy of the survival of the most effective in changing norms and standards of performance and changing relationship between management and labor. The trends are pointing towards a world of flexibility and dynamic existence – of highly intense but interactive world. REFERENCES Partington, D. (2000). Building Grounded Theories of Management Action. Cranfield QUEprints.  Read More