From Control to Commitment Work Systems: The Role of HRM in the Post-Bureaucratic Transition

Introduction

The aim of this chapter is to explore the contributions of High Commitment Work Systems (HCWS)as part of the evolution of post-bureaucratic organizations. Waves of layoffs, fierce competition and technological changes have demonstrated that the traditional, bureaucratic, hierarchical approach is no longer suitable for today’s more volatile market conditions. In response, organizations have been forced to introduce a new organizational paradigm that is flatter and more responsive. As a result, it became necessary to rethink the traditional approach to employment issues, which has spurred a move from the normative and prescriptive “Personnel Management” approach to a broader “Human Resource Management” (HRM) approach (Guest, 1991), with the aim of bolstering employees’ organizational commitment and involvement. The new organizational challenge has been to achieve and sustain competitive advantage by winning employees’ “hearts and minds” rather than simply changing formal structures and systems. The adoption of HR initiatives that could foster the internalization of values and principles represents the basis for this new employment relationship.

In consideration of these issues, this chapter first presents an overview of the pressures faced by contemporary work organizations that have contributed to the widespread adoption of HCWS. Next, the chapter focuses on a few specific HR domains - such as the areas of recruitment and selection, development and career, and flexible work arrangements - and analyses how these practices have developed into sophisticated systems capable of fostering employees’ internalization of clearly enunciated company values. The final section of the chapter considers the contradictions and tensions that can arise during the adoption of HCWS.