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From Control to Commitment Work Systems: The Role of HRM in the Post-Bureaucratic Transition
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Author(s): Laura Innocenti (LUISS Business School, Italy), Alessia Sammarra (University of L'Aquila, Italy)and Silvia Profili (European University of Rome, Italy)
Copyright: 2017
Pages: 23
Source title:
Evolution of the Post-Bureaucratic Organization
Source Author(s)/Editor(s): Pierfranco Malizia (Libera Universita Maria SS Assunta, Italy), Chiara Cannavale (Parthenope University of Naples, Italy)and Fabrizio Maimone (Libera Universita Maria SS Assunta, Italy)
DOI: 10.4018/978-1-5225-1983-6.ch013
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Abstract
The shift towards a flatter, more networked and flexible organization has required an alternative approach to employment issues - from a normative and prescriptive “Personnel Management” approach to a broader “Human Resource Management” (HRM) approach - so as to foster employees' commitment and empowerment. Through a range of HRM practices, so-called High Commitment Work Systems (HCWS), organizations seek to engender higher level of identification, empowerment and autonomy, which are crucial for the ‘post-bureaucratic employee' who is expected to use intuition, discretion and knowledge to deal with ongoing changes and service demands. Focusing on recruitment and selection, career management and flexible work arrangements, the chapter argues that contemporary HR practices offer a powerful mechanism that modern organizations may use to replace bureaucratic control. However, the analysis also highlights several contradictions and tensions that surface during the adoption of HCWS and may explain some of the unsatisfying outcomes of the post-bureaucratic approach.
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