Soft HRM

Question 1

Oldroyd (2004)

Efficacy Model

Answer 1

1. Personal Efficacy - Self
2. Individual professional efficacy- others
3. Collegial efficacy -Teams
4. Organisational culture and learning

Question 2

Oldroyd (2004)

1. Personal Efficacy

Answer 2

1. The inner self
2. Emotional intelligence
   (self awareness, motivation, empathy, social skills)
3. Self-talk cycle (Tick 1989) - builds self esteem

    Tice (1995) links 'performance to inner process of thinking and believing and particularly their view of self'

Question 3

Storey (1992)

SOFT HRM

Answer 3

Places emphasis on the term human.
Encouraging efficacy.
Competence, capacity and confidence for success.
Employee development, group relations and constructive supervision.
EXPRESSIVE (nurturing)

Question 4

Oldroyd (2004)

2. Individual Professional Efficacy

Answer 4

1. Motivation
   (individual drive to succeed)
2. job satisfaction
3. moral
4. Initiative
   (start something new without being asked)

Question 5

Oldroyd (2004)

3. Collegial Efficacy

Answer 5

1. Teamwork and collaboration (teams to plan, implement and assess curriculum)

Question 6

Belbin (2010)

Answer 6

Collegial efficacy is enhanced when teams contain a blend of people of different types who can assume a variety of roles within the team.

Question 7

Soft HRM

Answer 7

1. Individual and team relationships
2. Nurturing
3. Transformational leadership
4. Motivation.
5. Empowering.

Question 8

Oldroyd (2004)

4. Organisational Culture and Learning

Answer 8

Organisational Culture - values, norms and ways of behaving

Organisational Learning - understanding and improving organisational life

Question 9

Foskett 2002

Strategic Human Resource management

Answer 9

• responsive approach
• responsibility and authority for change where needed
• responds to strategic needs
• agrees goals
• focuses on motivating people

Question 10

The problem with heavy emphasis on Soft HRM

Answer 10

1. time consuming for managers.

Storey argues - soft approach to HRM is more favourable - employee needs, better communication, motivation and trust (Storey,

But
Hard HRM approach, reduces cost and better focus on strategic aspects of managing resources (Storey, 1987).

2. lacks accountability can lead staff members to be disconnected and less motivated.
3. SRM with no targets, deadline or monitoring, progress can be limited
4. SRM strategies that do not relate to appraisal targets means little personal gain which leads to low motivation and slow progress

Question 11

Barriers to competent performance

Answer 11

1. Lack of clarity of standards
2. Lacks the skills
3. Value conflict
4. Short of time
5. Other major obligations that take priority
6. Not challenged by work
7. Feel you aren’t learning
8. Feel under-valued