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Essay / Research Paper Abstract
This 6 page paper argues that the reality always lags behind the development of theory and then the rhetoric. The paper looks at the adoption and implementation of different theories, claiming that the lag may be due to short term financial goals and influenced by the perceived level of change and difficulty. The paper looks at theories starting with Taylor all the way up to Goldthorpe. The paper looks at the theories and practice in general and illustrates points raised with real company examples including UK companies. The bibliography cites 10 sources.
Page Count:
6 pages (~225 words per page)
File: TS14_TErhetreal.rtf
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Unformatted sample text from the term paper:
as aspects such as employment relationship. However, we can argue that the reality lags behind the rhetoric. Where any new theory of finding is put forward to an establishment, whatever
that establishment is, there is time taken for the message to spread outwards and become accepted. However, even when this is accepted it may be argued that there is rhetoric
regarding the use of the theories which is often lacking in practice, with only small elements adopted or a skewed version used due to the clash between apparent needs of
the organisation concerned. There are many examples of claims of good HRM practices and tools, but a lacking commitment to many of their uses and as such the loss
of the real value as well as the lagging behind of the implementation of theory. One example may be the UK National Health Service, where cost cutting has taken precedent
over motivational tools, despite some being in place, but lessons of culture have been lost with the development of a contract culture (Melville , 2002, Salaman, 1992). If we are
going to examine this we need to examine the development and implementation of HRM theories. The concept of reality and rhetoric is not
new, since the development of research into HRM there have been lags due to a number of reluctances. If we look back to the initial studies into HRM then we
need to start with F W Taylor. Prior to the industrial revolution, division of labour was based on craft, with craftsmen being granted complete discretion on the method and manner
of completion of the task (both the design and execution). Post industrial revolution the sub-division of labour appears, this included the breaking down of jobs into component parts, each given
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