Sample Term Paper

Topics: Human resource management, Human resources, Management Pages: 17 (5528 words) Published: November 17, 2010
‘Employee champion’ or ‘business partner’? The views of aspirant HR professionals Dennis Nickson, Scott Hurrell, Chris Warhurst, Kirsty Newsome, Dora Scholarios, Jo Commander and Anne Preston University of Strathclyde Abstract This paper focuses on the perceptions, expectations and experiences of full-time students studying a CIPD-accredited Postgraduate Diploma/MSc in Human Resource Management. Drawing on survey, focus group and interview data the paper considers students perceptions of the role of HR, how their views changed during the course of the academic year, their initial thoughts on pursuing an HR career and early experiences as HR practitioners. The results suggest that at the point of exiting the course students tended to view the HR function in a more strategic manner, as opposed to the employee champion role, and this strategic orientation was also apparent in the views of the nascent HR professionals. In considering pedagogy and practice the paper seeks to engage with debates emerging about the nature of CIPD‟s „professional project‟, whilst also signalling the need for further longitudinal research to assess continuity and change in the HR profession. Contact details Dennis Nickson Scottish Centre for Employment Research Department of Human Resource Management University of Strathclyde Glasgow G1 1XU e-mail: d.p.nickson@strath.ac.uk

„Employee champion‟ or „business partner‟? The views of aspirant HR professionals

Introduction This paper focuses on the perceptions, expectations and experiences of full-time students regarding the study and practice of the CIPD-accredited Postgraduate Diploma/MSc in Human Resource Management at the University of Strathclyde. Specifically, it reports on-going longitudinal research with three cohorts of students (2005/06, 2006/07 and 2007/08). The project examines why students want to become HR practitioners, what they expect of human resource management (HRM) education, the applicability of that education to practice and their actual experience as HR practitioners both new and developing. The research is also timely in picking up on a number of themes emerging from major research emanating from CIPD considering the changing HR function (CIPD, 2006; 2006a; 2007; 2007a); and relatedly emerging trends and issues with regard to HR careers and the career paths of HR professionals (CIPD, 2005; 2006b). For example, in one of the earlier scoping documents CIPD (2006: 1) notes how „the project aims to consolidate and extend existing knowledge of the HR function, the changes affecting it, the reasons for the changes and the implications for further development of the successful contribution of HR professionals‟. Similarly the research reported in this paper is seeking to explore four primary research questions:

What are participants‟ perceptions of HRM whilst in education and in employment? What are participants‟ expectations of HRM whilst in education and in employment?

What are participants‟ experiences of HRM whilst in employment? What are participants‟ reflections on HRM education when in employment?

The paper reports some initial, indicative findings from research undertaken with the 2005/06 and 2006/07 cohorts, drawing on survey, focus group and interview data. These findings concentrate primarily on students‟ perceptions of the role of HR, how their views changed during the course of the year, their initial thoughts on pursuing an HR career and early experiences as HR practitioners.

Controversies in HRM and the CIPD’s ‘professional project’ The term „HRM‟ has been in vogue for over 20 years with controversies raging about what the term actually means in theory and practice. Storey (2007: 7) believes HRM „seeks to achieve a competitive advantage through the strategic deployment of a highly committed and capable workforce using an array of cultural, structural and personnel techniques‟. It is this concern with strategic integration and input which is the most...

References: CIPD (2003) The HR Survey: Where Are We, Where Are We Heading, London: CIPD.
CIPD (2005) HR: Where is Your Career Heading?, London: CIPD. CIPD (2006) The HR Function: Today’s Challenges, Tomorrow’s Direction, London: CIPD.
CIPD (2006a) The Changing HR Function: The Key Questions, London: CIPD.
CIPD (2006b) Managing and Developing HR Careers: Emerging Trends and Issues, London: CIPD.
CIPD (2007) The Changing HR Function: Survey Report, London: CIPD.
CIPD (2007a) The Changing HR Function: Transforming HR, London: CIPD. Francis, H. and Keegan, A. (2006) „The changing face of HRM: in search of balance‟, Human Resource Management Journal, 16, 3, 231-249. Gilmore, S. and Williams, S. (2007) „Conceptualising the “personnel professional”: a critical analysis of the Chartered Institute of Personnel and Development‟s professional qualification scheme‟, Personnel Review, 36, 3, 398-414.
Guest, D. and Peccei, R. (1998) The Partnership Company, London, IPA. Guest, D. and Peccei, R. (2001) „Partnership at work: mutuality and the balance of advantage‟, British Journal of Industrial Relations, 39, 2, 207-236
Heery, E. and Noon, M. (2001) A Dictionary of Human Resource Management, Oxford University Press. Kochan, T. (2004) „Restoring trust in the human resource profession‟, Asia Pacific Journal of Human Resources, 42, 2, 132-146. Kochan, T. (2007) „Social legitimacy of the human resource management profession: a US perspective‟, in P. Boxall, J. Purcell and P. Wright (eds) Oxford Handbook of Human Resource Management, Oxford: Oxford University Press.
Legge, K. (2005) Human Resource Management: Rhetorics and Realities, Basingstoke: Palgrave. Marchington, M. (2001) „Employee involvement at work‟, in J. Storey (ed) Human Resource Management: A Critical Text, London, Thomson Learning, 2nd edition. Storey, J. (2007) „Human resource management today: an assessment‟, in J. Storey (ed) Human Resource Management: A Critical Text, London: Thomson Learning, 3rd edition. Thompson, P. (2003) „Disconnected capitalism or why employers can‟t keep their side of the bargain‟, Work, Employment and Society, 17, 2, 359-378.
Ulrich, D (1997) HR Champions, Boston: Harvard Business School Press.
Continue Reading

Please join StudyMode to read the full document

You May Also Find These Documents Helpful

  • Paper
  • Deviance Paper
  • SUPA History Reflection Paper
  • Microsoft Office 2007 and Upload Paper
  • Paper Swot Analysis
  • You forgot to enter the title of your paper.
  • Webster Industry Analysis Of Carter And His Team Decison Making Research Paper
  • Term Paper

Become a StudyMode Member

Sign Up - It's Free