Get Full Essay Get access to this section to get all help you need with your essay and educational issues. Introduction The purpose of this chapter is to provide an assessment of the contemporary labour market context of HRM and the impact of current trends in labour supply and demand on the practices associated with HRM. In particular, the extent to which the WiltonCH Over recent years a range of developments in the economic, political, technological and social spheres have significantly altered the composition of the labour supply and the types of labour required by contemporary firms.
Introduction The purpose of this chapter is to provide an assessment of the contemporary labour market context of HRM and the impact of current trends in labour supply and demand on the practices associated with HRM.
In particular, the extent to which the WiltonCH Over recent years a range of developments in the economic, political, technological and social spheres have significantly altered the composition of the labour supply and the types of labour required by contemporary firms.
Subsequently, an understanding of the labour market context of work organisations is essential to appreciate the challenges faced by HRM in the twenty-first century. This chapter begins by defining what is meant by internal and external labour markets before discussing in detail a range of developments in organisations, the economy and society which have impacted on the supply and demand for labour.
With this in mind, it takes a relatively broad perspective on the notion of labour markets and discusses a range of developments that are taking place inside and outside of organisations that impact both on how organisations engage and utilise labour and how individuals experience work and employment.
In particular, Labour market context essay chapter discusses the increasingly flexible ways in which organisations employ workers and the implications of flexible working for employees.
As in the previous chapters, the aim is to provide a number of reference points by which we can understand the role of HRM in the contemporary organisation and how it can provide the strategic means to enable firms to cope with uncertainty and add value to business processes.
It provides part of the backdrop by which the following chapters on HRM practices and issues can be better understood. What is a labour market? A labour market can be understood as the mechanism through which human labour is bought and sold as a commodity and the means by which labour demand the number and type of available jobs is matched with labour supply the number and type of available workers.
As such, the labour market constitutes the systematic relationship that exists between workers and work organisations. In order to achieve its strategic objectives, a fundamental concern for an organisation is to ensure that it has the right people with the right skills, knowledge and attributes in the appropriate positions.
The previous chapter outlined two competing approaches a firm might adopt to acquiring required labour: The latter refers to a strategy of recruiting required labour from outside the firm as and when needed. The internal labour market The internal labour market refers to that which exists within a single organisation and represents its internal supply or stock of labour.
In its broadest sense, the internal labour market is the mechanism by which existing employees are attributed particular roles within a firm. Depending on its characteristics, an internal labour market can fulfil a number of functions for an organisation.
For example, in seeking to retain employees the internal labour market can act as a source of motivation and contribute to a positive psychological contract, through the provision of training and development, career opportunities and good terms and conditions of employment.
The operation of the internal labour market can also be understood as a device for managerial control through a process of stratification, division and the detailed allocation of roles and responsibilities. This reflects the bureaucratic approach to control outlined in Chapter 1.
This includes limiting access to the labour market from outside the firm often restricted to specific entry points, generally at lower levels and recruiting to more senior jobs by internal promotion or transfer, often accompanied by in-house training. Such internal structures are notable characteristics of larger organisations which benefit from employee retention and promote the long service of employees both by providing internal opportunities for career advancement and through reducing their ability to move to another firm for example, through limiting the development of transferable skills in favour of those related to firm-specific technologies and processes.
In such organisations, there are limited prospects for career progression, labour turnover is considered unproblematic or unavoidable, little emphasis is placed on learning and development and the focus is on the external labour market as the principal source of workers, skills and expertise.
Alternatively, some organisations will have a strong internal labour market for some employees, for example those that have scarce skills or expertise, but not others. For example, Grimshaw et al. The implications of organisational change and attrition of the internal labour market for careers are further examined in Chapter An example of how the restructuring of internal labour markets in response to wider organisational change can impact on employees is provided.
As part of wider neo-liberal reforms, the UK Conservative government of the s and s sought to curb the power and cost of the BBC by opening it up to competition from the private sector and introducing a range of private sector management practices with the intention of initiating greater financial discipline and accountability.
As part of these reforms, the Broadcasting Act required that the BBC purchase 25 per cent of all programming to be shown on the network from independent private producers.
The effect of these changes on employees was manifold. Nicholls reports that the changes resulted in the wholesale loss of the tradition of permanent positions, with production staff increasingly working on short-term contracts from weeks to months in duration, always mindful of how to obtain the next package of work.
Continuity of employment was now tied to the patronage of senior staff on permanent contracts, and contracts could be terminated at short notice. To ensure their programme success in a competitive bidding process, producers adopted a more guarded approach to sharing ideas and plans with their peers.
If they were successful in obtaining backing from the corporation to make their programmes, producers had to work with tight budgetary controls to much shorter deadlines. This was widely felt to have had a negative impact on programme quality and creativity.
The external labour market In the context of the specific firm, the external labour market represents its external supply or available stock of labour. Both the types of labour that the firm requires and the potential pool of workers available are determined by the industry sector in which the organisation operates, its central activities, its location, size and scope and its competitive and HR strategies.
In reality, as labour is not a homogenous commodity, the external labour market can be understood as a multitude of individual labour markets.
For example, a multinational corporation seeking to recruit a senior executive will most likely look to recruit internationally in order to provide themselves with the widest possible pool of applicants, given that the skills, knowledge and experience for such a position are likely to be relatively scarce and such workers are often highly mobile.Essay about Labour Market Inflexibility in Europe 4 The Labour Market Context of HRM Chapter Objectives • To define internal and external labour markets • To outline the role of HRM as the interface between an organisation and its labour markets • To identify the changing labour market conditions under which contemporary organisations.
This essay evaluates an internship also briefly analysing the current graduate labour market and identify the skills, knowledge, attitudes r.
Example Labour Market Analysis Report Essay; Example Labour Market Analysis Report Essay. 4 The Labour Market Context of HRM Chapter Objectives • To define internal and external labour markets • To outline the role of HRM as the interface between an organisation and its labour markets • To identify the changing labour market.
Labour Markets in Hrm Essay. Words Sep 13th, approach views the labour market through the assumption that organisations are embedded in a winder institutional context and that the labour market cant be understood through traditional market principles (Najeeb ) Institutionalists view the market as incapable of creating fair.
Dissertation Summaries 1 Essays on Labor Market Inequality Conrad Miller This thesis consists of three chapters on aspects of labor market inequality. Example Labour Market Analysis Report Essay; Example Labour Market Analysis Report Essay. 4 The Labour Market Context of HRM Chapter Objectives • To define internal and external labour markets • To outline the role of HRM as the interface between an organisation and its labour markets • To identify the changing labour market.