HRM Practices in Post-bureaucratic Era

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[...] Similar developments were occurring in other areas of the world. In England and Wales for instance, training and enterprise councils were established to control public funds allocated to youth training programs. Scotland and Northern Ireland had a similar scheme “Local Enterprise Companies” that was employer based (Evans & Wurster, 2008). All these had a common objective to make training policy an important local need hence expected to cause a real effect on business. By the year 2003, many of the world's governments had already issued skills strategies with a focus to ensure that employers exhibited the capacity and skills necessary to support success of their businesses as well as employee development. [...]

[...] Courses, however, were adapted with focus on postwar reconstructions. It was important to initiate measures for industrial reconstructions (Dutton, Frost, Worldline, Lilius, & Kanov, 2002). Experiences with the war stimulated the desire for formalized training and management of workers within the industries. A common characteristic of the post war period was fulltime employment terms where employers were fully responsible for employee training. In fact, employers were in some cases required to facilitate time-served apprenticeships that were regulated by national agreements between employers and unions. [...]

[...] In the Post-bureaucratic Era Observable developments were observed in 2006 in UK where the Leitch Review of Skills was published in the same year. This was marked with a proposal to deal with the challenge of low skilled workers in the industries. Most of the world industries and hence jurisdictions were ultimately seeking to achieve up to 95% of adults with Level 2 qualifications. There was an underlying desire to set up a situation where employers would voluntarily train eligible employees to attain Level 2 (Evans & Wurster, 2008). [...]

[...] Gabriel, Y 1997 Meeting go: When organizational members came face to face with the supreme leader. Human Relations , 151-155. Herman, S 2007 Leadership in a "Not Leadership" Society. Journal of Management Education , 152-155. Knights, D & Roberts, J 1982 The Power of Organization or the Organization of Power? Organization studies Zimbardo, P., Maslach, C & Haney, C 2000 Reflections on the Stanford prison experiment: Genesis, transformations, consequences. Obedience to authority: Current Perspectives on the Milgram Paradigm , 193-237. [...]

[...] The slightest waste on human resources costs organizations a lot, which is undesirable. HRM practice has since ended up embracing professionalism, which is the main remarkable change as discussed in this paper. References Bolden, R & Gosling, J 2006 Leadership Comptencies: Time to Change the Tune? Leadership , 147-163. Dutton, J. E Frost, P Worldline, C Lilius, J. M & Kanov, J. M 2002 Leading in Times of Trauma. Harvard Business REview , 54-61. Evans, P & Wurster, T 2008 Strategy and the New Economics of Information. [...]