A new organizational paradigm emerged in the last two decades urging organizations to reconsider their internal structure and processes. The shift towards a flatter, more networked and flexible organization required to rethink the traditional approach to employment issues, moving from a normative and prescriptive “personnel management” approach to a broader “Human Resource Management” (HRM) approach in order to foster employees’ commitment and empowerment. Through a range of HRM practices, so called High Performance Work Systems or High Commitment Work Systems (HCWS), organisations engender higher level of identification, empowerment and autonomy crucial for the ‘post-bureaucratic employee’ who is expected to use intuition, discretion and knowledge to deal with ongoing changes and service demands. The paper analyses how HR practices have developed into sophisticated systems that foster employees’ internalization of clearly enunciated company values. Focusing on selection, career management and flexible work systems, it is argued that contemporary HR practices offers a powerful mechanism that modern organizations may use to replace bureaucratic control. However, the analysis highlights several contradictions and tensions that surface the adoption of HCWS and may explain some of the unsatisfying outcomes of post-bureaucratic approach.
|Titolo:||FROM CONTROL TO COMMITMENT WORK SYSTEMS: THE ROLE OF HRM IN THE POST-BUREAUCRATIC TRANSITION|
|Autori interni:||SAMMARRA, ALESSIA|
|Data di pubblicazione:||2016|
|Appare nelle tipologie:||4.1 Contributo in Atti di convegno|