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 CONTENTS vii

The industrial relations framework in Australia__________________________________ 82

The state industrial relations systems_________________________________________ 103
Associated legislation______________________________________________________ 104
The Fair Work Act 2009: implications__________________________________________ 106
Summary________________________________________________________ 115
Key terms________________________________________________________ 115
Emerging issues___________________________________________________ 115
Ethical challenge: Business needs vs compliance:
Woolworths’ cleaning contractors____________________________________ 116
Case study 3.1: Working holiday woes__________________________________ 116

Chapter 4 Human resource planning in a changing environment__________ 121

Introduction______________________________________________________________ 122
Human resource planning___________________________________________________ 123
The process of human resource planning______________________________________ 130
Human resource information management systems_____________________________ 144
Formulating human resource plans___________________________________________ 155
Effective human resource planning___________________________________________ 156
Summary________________________________________________________ 157
Key terms________________________________________________________ 157
Emerging issues___________________________________________________ 157
Ethical challenge: Deliveroo wins right not to give riders minimum
wage or holiday pay________________________________________________ 158
Case study 4.1: New Zealand customs service: workforce strategy__________ 159

PART 2 HRM STRATEGIES, SYSTEMS AND PROCESSES 163

Chapter 5 Work design challenges in a global environment_______________ 164
Introduction______________________________________________________________ 165
Job analysis______________________________________________________________ 166
Job design strategies_______________________________________________________ 183
Creativity and innovation____________________________________________________ 190
Diversity management______________________________________________________ 192
Summary________________________________________________________ 193
Key terms________________________________________________________ 194
Emerging issues___________________________________________________ 194
Ethical challenge: Humanising technology or digitising humanity?__________ 195
Case study 5.1: The ties are off_______________________________________ 196
Case study 5.2: TK Ceramics: an Indonesian opportunity__________________ 196

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viii CONTENTS

Chapter 6 Talent attraction and selection_______________________________ 199

Introduction______________________________________________________________ 200
The strategic perspective___________________________________________________ 201
Attracting talent from within_________________________________________________ 208
Attracting talent from outside the organisation__________________________________ 211
The selection process______________________________________________________ 220
Sources of information about job candidates____________________________________ 223
The employment interview__________________________________________________ 229
Employment tests_________________________________________________________ 240
Reaching a selection decision________________________________________________ 243
Summary________________________________________________________ 246
Key terms________________________________________________________ 246
Emerging issues___________________________________________________ 247
Ethical challenge: The Facebook dilemma______________________________ 248
Case study 6.1: Coal India’s recruitment binge___________________________ 249
Case study 6.2: The creative spark____________________________________ 249

Chapter 7 Talent retention and development____________________________ 251

Introduction______________________________________________________________ 252
The challenges of supply and demand_________________________________________ 254
Talent retention___________________________________________________________ 255
Induction and orientation____________________________________________________ 257
Learning and development programs_________________________________________ 262
Developing employees______________________________________________________ 268
Developing leaders________________________________________________________ 272
Career management_______________________________________________________ 279
A strategic perspective to career development__________________________________ 280
Ethics and HRD____________________________________________________________ 286
Summary________________________________________________________ 288
Key terms________________________________________________________ 289
Emerging issues___________________________________________________ 289
Ethical challenge: Is the concept of ‘best fit’ in employee selection
discriminatory?___________________________________________________ 290
Case study 7.1: The emerging talent crisis in India and China_______________ 291
Case study 7.2: Singapore’s got talent_________________________________ 292

Copyright 2020 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-202
 CONTENTS ix

Chapter 8 Management of performance________________________________ 294

Introduction______________________________________________________________ 295
Debates and trends in the management of employee performance__________________ 296
Performance management as a continuous cycle________________________________ 300
Performance measurement methods_________________________________________ 304
Why performance management systems often fail_______________________________ 311
The end of PMS – or a new beginning?_________________________________________ 316
Requirements for system effectiveness________________________________________ 320
Performance feedback and feedforward_______________________________________ 326
Processes and practices for improving underperformance________________________ 330
Disciplinary action_________________________________________________________ 337
Summary________________________________________________________ 343
Key terms________________________________________________________ 343
Emerging issues___________________________________________________ 344
Ethical challenge: Losing our way: how the cult of the KPI has
damaged our moral compass________________________________________ 345
Case study 8.1: Google’s ‘OKR’ system_________________________________ 347
Case study 8.2: Performance management resister gets job back__________ 347

Chapter 9 Strategic reward management______________________________ 352

Introduction______________________________________________________________ 353
Total reward management__________________________________________________ 354
Managing base pay_________________________________________________________ 367
Employee benefit plans_____________________________________________________ 382
Performance-based rewards________________________________________________ 390
Rewarding executives______________________________________________________ 410
Managing expatriate pay____________________________________________________ 417
Summary________________________________________________________ 424
Key terms________________________________________________________ 425
Emerging issues___________________________________________________ 425
Ethical challenge: Putting the brakes on bosses’ bonus blow-outs__________ 427
Case study 9.1: Childcare equal pay claim rejected_______________________ 429
Case study 9.2: Bankwest Heroes’: an enterprise-wide recognition
program for a post-GFC world_______________________________________ 431

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x CONTENTS

Chapter 10 Managing work health and safety___________________________ 438

Introduction______________________________________________________________ 439
The extent of the problem___________________________________________________ 440
Perspectives of WHS in Australia_____________________________________________ 442
The harmonisation of WHS law in Australia_____________________________________ 450
Creating a safe, healthy and ethical work environment____________________________ 458
Managing WHS programs___________________________________________________ 471
Summary________________________________________________________ 475
Key terms________________________________________________________ 475
Emerging issues___________________________________________________ 475
Ethical challenge: Foreseeable risks ignored before mine fire_____________ 476
Case study 10.1: Drug and alcohol testing must be reasonable_____________ 477

Chapter 11 Workplace negotiation processes____________________________ 480

Introduction______________________________________________________________ 481
The nature of conflict_______________________________________________________ 482
Positive and negative aspects of workplace conflict______________________________ 483
Common alternative dispute resolution processes_______________________________ 486
Conflict management styles_________________________________________________ 496
Cross-cultural awareness in conflict management______________________________ 499
Summary________________________________________________________ 503
Key terms________________________________________________________ 503
Emerging issues___________________________________________________ 504
Ethical challenge: Ethical dilemmas in the Sarawak oil
and gas industry___________________________________________________ 505
Case study 11.1: Generation Me: implications for workplace
conflict management_______________________________________________ 506
Case study 11.2: New online tool makes it easier for
small businesses to find dispute resolution services_____________________ 507

PART 3 THE EFFECTIVENESS OF SHRM: TOWARDS THE FUTURE 509

Chapter 12 Evaluating SHRM: towards the future_________________________ 510
Introduction______________________________________________________________ 511
SHRM evaluation: theory and practice_________________________________________ 514
HRM accounting___________________________________________________________ 517

Copyright 2020 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-202
 CONTENTS xi

Indicators of HRM performance______________________________________________ 518

HR program evaluation_____________________________________________________ 529
Corporate governance and corporate social responsibility________________________ 531
The future of work_________________________________________________________ 533
The future of SHRM________________________________________________________ 538
Summary________________________________________________________ 544
Key terms________________________________________________________ 544
Emerging issues___________________________________________________ 544
Ethical challenge: How chatbots could replace your HR department_________ 545
Case study 12.1: The carers__________________________________________ 546
Glossary_____________________________________________________ 549
Index_______________________________________________________ 560

Copyright 2020 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-202
xii

Guide to the text

As you read this text you will find a number of features in every
chapter to enhance your study of Human Resource Management (HRM)
and help you understand how the theory is applied in the real world.

CHAPTER OPENING FEATURES

2

1
CHAPTER
Evolution of strategic human
Gain an insight into HRM with resource management
industry quotes at the beginning of There is a global shift towards non-standard, flexible employment models, including agency work (which) is
set to become a permanent feature of the modern workplace.
each chapter. Zhang, M. M., Bartram, T., McNeil, N. and Dowling, P. J. (2015), Towards a research agenda on the
sustainable and socially-responsible management of agency workers through a flexicurity model of HRM.
Journal of Business Ethics, 127(3), p. 514.

We must pursue innovation through technology as the main contributor to our future prosperity and
happiness. The new jobs generated will allow us to compete with the world.
Williamson, R. C., Raghnaill, M. N., Douglas, K. and Sanchez, D. (2015), Technology and
Australia’s future: New technologies, and their role in Australia’s security, cultural,
democratic, social and economic systems. Melbourne: ACOLA.

Identify the key concepts that the

OBJECTIVES
chapter will cover in the learning After reading this chapter, you will be able to:

objectives section at the start of

1 explain the development and 4 appreciate the critiques of SHRM
concepts of strategic human resource 5 describe the principal roles, functions
management (SHRM) and ethical principles of SHRM
each chapter. 16 HRM IN CONTEXT
2 understand the relationship between
business strategies and HRM strategies,
professionals
6 understand the SHRM model and
processes and functions in the context framework used throughout this text.

Consider the scope of emerging

of a dynamic global environment
3 understand the principles behind
international human resource
issues in HRM with a box feature employee benefits. Other HRM specialists will focus on the development of close relationships
management
with senior management in order to effectively contribute to the formulation and revision of

that links to relevant highlighted strategic plans.

Several types
Emerging of linkages between HR and organisational strategies have been identified, as
issues
issues throughout the chapter.
follows.
1 Globalisation 3 Employability
• Accommodative: HR strategies simply follow organisational strategies, accommodating the
2 New technology – the Fourth Industrial 4 SHRM theories and new models
staffing needs of already-chosen business strategies.
Revolution 5 HR ethics
• Interactive: This is a two-way communication process between HRM and corporate
planning in which HRM contributes to, and then reacts to, overall strategies.
• Fully integrated: The HR specialist is intimately involved in the overall strategic process in
both formal and informal interactions – a real reflection of SHRM in practice.31
The ideal linkage is where HR and organisation strategies are fully integrated with each
other, and where the HR specialist has direct reporting and communication relationships with

FEATURES WITHIN CHAPTERS

the highest levels of management in the organisation.
HRM in practice 1.2 illustrates the development of a HRM strategy in association with
the organisational strategy and culture of a New Zealand government health authority. The
engagement of both senior managers and all existing employees were key priorities of the new
HRM strategy.

HRM in practice 1.2

Prognosis positive
The largest employer in the city, the Auckland District Health Board (ADHB), didn’t have a

Examine how theoretical concepts

current HRM strategy when the new Chief HR Officer arrived eighteen months ago. So, she set
out to develop one. She heads a team of 80 HR professionals with a total workforce of more
than 10,000 employees, spread over hospitals and community health care centres. Her first task
are used in practice through the was to gather all the data and information already available and to assess the most important
components, which were then aligned with the newly-developed organisational strategy.

HRM in Practice boxes.

The board agreed with her HRM strategy which was ‘not set in stone, but needed to be
a good, solid pathway that allowed us to keep improving and making changes. A document
that was going to evolve as our skills, context and people evolved’, she explained. The
implementation of the strategy after a year is going well – ‘everything we are seeing and hearing
is supportive that the direction is right, and where we’ve had feedback to keep changing, we’ve
done that’. She has had to prioritise some aspects of the strategy so that employees are not
overwhelmed. The priorities include: accelerating employee capabilities and skills; making
it easier to work; building constructive relationship across the board; and ensuring quality
processes and outcomes.
One of the key imperatives of the new HRM strategy was to ‘capture the hearts and minds
of our people from day one’, and the first step was to modernise the employee orientation
process – ‘Whether you are a cleaner, nurse, brain surgeon or in HR, how you feel about working
here changes how you work here’.

HRM IN PRACTICE Source: Michel, F. (2017), Treatment plan. HRM, http://www.hrmonline.com.au, September, pp. 18–19.

Are you work-ready yet? Ch 1, p. 5 Australian government axes 457

work visa: experts react Ch 2, p. 51
Prognosis positive Ch 1, p. 16
To chip or not to chip? Ch 2, p. 53
Picture perfect Ch 1, p. 20
KCGM ups level of support for new
Professional certification Ch 1, p. 31 parents Ch 2, p. 62

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 GUIDE TO THE TEXT xiii

FEATURES WITHIN CHAPTERS

HRM IN PRACTICE
‘Relentless focus’ leads Westpac to Beware the humble reference check Ch 6, p. 228
hit 50% women in leadership target Ch 2, p. 64
Preparing for the virtual interview Ch 6, p. 235
Job sharing – opportunities and
challenges Ch 2, p. 70 Lorna Jane receptionist job requires
physical measurements Ch 6, p. 239
FWO’s Food Precincts campaign
returns $471,904 in wages owed to Gamified induction Ch 7, p. 261
hospitality workers Ch 3, p. 91 The ‘only at Deloitte’ learning
Characteristics of employment, experience Ch 7, p. 264
Australia, August 2016 Ch 3, p. 93 Simulations in clinical teaching and
Fair Work Act 2009, s. 12 – the learning Ch 7, p. 270
dictionary Ch 3, p. 95 Energy workers get wearables for
Union no show at Commission as training Ch 7, p. 271
another agreement terminated Ch 3, p. 109 Aboriginal and Torres Strait Islander
Wage theft Ch 3, p. 112 mentoring programs Ch 7, p. 276

Key HRP challenges Ch 4, p. 124 The special relationship Ch 7, p. 277

NSW Department of Education: Inside the new talent war Ch 7, p. 284

business priorities = HR plan Ch 4, p. 139 The new work order Ch 7, p. 286
Michell Wool Ch 4, p. 134 Employees don’t want feedback, they
Labour supply analysis for public want attention Ch 8, p. 328
health physicians in Australia Ch 4, p. 140 Salesforce – the best place to work in
Using data across HRM functions Ch 4, p. 148 Australia, 2018 Ch 9, p. 356

OPM-Gate ‘biggest cyber-security Fixing the gender pay gap Ch 9, p. 375

breach in US history’? Ch 4, p. 154 Employee perks that attract the best
What do Australian employers look talent Ch 9, p. 386
for from university graduates? Ch 5, p. 175 Australian Work Health and Safety
Australia’s casualisation crisis Ch 5, p. 185 Strategy 2012–2022 Ch 10, p. 448

How to have great virtual teams Ch 5, p. 188 Injury prevention and management
at Gay’s Construction Ch 10, p. 459
Hilton named one of Australia’s best
companies for which to work Ch 5, p. 190 What does bullying in the workplace
look like? Ch 10, p. 465
Outside the box Ch 6, p. 202
Family matters Ch 10, p. 467
Indian Railways gears up for the
world’s largest recruitment drive Ch 6, p. 213 Preventing body stressing injuries Ch 10, p. 469

Outsourced recruitment: bad apples?Ch 6, p. 215 Mediation for North Sydney Council Ch 11, p. 488

Employee referral programs need to Mediation helps family farm disputes

be supported by employers Ch 6, p. 217  Ch 11, p. 490

Recruiters again urged to use social Core principles in negotiating Ch 11, p. 494
media cautiously Ch 6, p. 219 Cross-cultural disputes: the impact
So, you want to hire a digital native? Ch 6, p. 224 of language Ch 11, p. 502

Playing for keeps Ch 6, p. 224 HR strategy and HR analytics at

Chevron US Ch 12, p. 512
Public servant convicted of fraud for
lying on résumé Ch 6, p. 226 Accounting for HR at GMHBA Ch 12, p. 519

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xiv GUIDE TO THE TEXT 22 HRM IN CONTEXT

(Amazon, Webjet.com, Facebook, Expedia.com, Google, Microsoft, Alibaba) that trade online
throughout the world.
SIHRM now encompasses SHRM in multinationals (i.e. the impact of context and culture
on SHRM); comparative HRM (i.e. comparisons of HRM theories and practices in different
countries or regions); and the management of expatriates in different countries or regions. It
also explores a broad range of employee types – short-term assignments, repatriates (employees

FEATURES WITHIN CHAPTERS returning home from international assignments, especially the diaspora from China, Vietnam
and India), third country nationals (employees from neither the home nor host countries of
operation), locals working for global corporations, and self-initiated employees (people who
choose to work overseas to advance their skills and careers).43

HRM IN PRACTICE
In essence, SIHRM is concerned with the management of global workforces, including
features such as the choice and development of global leaders and global mindsets, global
employees and global HRM systems. Accordingly, SIHRM is now linked with sub-disciplines

Ch 12, p. 540
such as knowledge management, change management, managing joint ventures and
Valuing human capital – BT’s new HRM drivers
multinational work teams, the transfer of management systems, and the management of post-
initiatives Ch 12, p. 522 merger or post-acquisition processes, in regional and global contexts.44
Banking on strategic HR system
While these kinds of jobs and work regimens require some of the same HRM activities
as those in domestic operations, they also present more complex problems, including the
The most effective ways for digitisation Ch 12, p. 541
need for more sophisticated employee skills (e.g. language and cross-cultural); additional
organisations to retain workers Ch 12, p. 526 human resource development and career plans; complicated international remuneration and
performance management schemes; and a broader range of occupational health and safety
issues (e.g. stress, fatigue, terrorism and security threats, deep vein thrombosis) and associated
family issues. International perspective 1.1 presents an apparently counterintuitive approach to
talent management in some global corporations operating in China.

International perspective 1.1

Explore practical applications that Managing talent in cross-border mergers and acquisitions in China:
going global
show how HRM relates to and China is continuing its ‘going global’ process and has occupied the headlines with its prominent
outbound foreign direct investments (FDIs). Since 2009 the cross-border investment deals
informs international practices have grown steadily according to the 2017 World Investment Report, ‘Chinese outward FDI rose
by 44 per cent to $183 billion, driven by a surge of cross-border (mergers and acquisitions –

through the International M&A) purchases by Chinese firms’.45 Despite a reduction in its outbound investment during
the first half of year 2017, it is forecasted that the outstanding cross-border M&A activities will
reach an aggregated volume of $278 billion in 2018, and by 2019 the amount will hit $297.1
Perspective boxes. billion. Obviously, the increasing appetite for international M&As has pushed forward China’s
strategy and outcomes on moving towards a more dynamic, inclusive and sustainable economic
globalisation process.

INTERNATIONAL PERSPECTIVE
Managing talent in cross-border What makes Indian employees stay? Ch 7, p. 257
mergers and acquisitions in China:
going global Ch 1, p. 22 Managing employee performance
across borders Ch 8, p. 322
Fathers and care Ch 2, p. 61
Industry preferences of graduates
Employment relations in China Ch 3, p. 104 changing Ch 9, p. 361
The global context Ch 4, p. 132 Who’s top of the expat salary pack in
Asia? Ch 9, p. 420
Employment opportunities in the
Middle East Ch 4, p. 143 Australian and International
Standards Ch 10, p. 472
260 HRM STRATEGIES, SYSTEMS AND PROCESSES

When diversity wins over inequality:

the experience of the Indian IT Conflict management in China –
work team has an idea of who is joining them. This may also reduce the team’s own sense of
industry Ch 5, p. 192 when avoidance
apprehension is not avoidance
about the new staff member. Ch 11, p. 501
The importance of the manager in the induction process cannot be over-emphasised. Since
A global workplace Ch 6, p. 205 CSR in some Indian companies Ch 12, p. 532
induction practices will have lasting effects on employee job performance, the manager plays a
key role in reducing the ‘first-day jitters’ of employees while channelling their enthusiasm into
productive activities. Managers should consider the orientation of all employees (new and old)
to be one of their primary job responsibilities. It is also important to involve any appropriate
team leaders or supervisors in the process. Essentially, whomever the new employee is reporting
to should be an essential partner in the induction process.

Professional tip 7.2

Gain helpful hints on how to be a Use a checklist
successful human resources To avoid overlooking items that are important to employees, many organisations devise
checklists for use by those responsible for conducting some phase of induction. The use of

practitioner with the Professional a checklist compels the manager and the HR manager to pay more attention to each new
employee at a time when personal attentiveness is critical to building a long-term relationship.
However, as mentioned earlier, it is important that the checklist does not become the only
Tip boxes. element, or the focus, of the induction program. The checklist is a helpful tool to assist in
ensuring that all items are covered and to keep the induction focused.

The key to successful induction is to plan and organise the induction in advance as well as
ensure staff are trained in the importance of staff induction and how to conduct the program.
Those who plan induction programs often expect new employees to immediately familiarise

PROFESSIONAL TIP themselves with all types of detailed and assorted facts about the organisation. However, while
there are many things that a new employee should know, most of them can be learnt over a
period of time and in a series of meetings. It is customary to initially provide information about
Key HRM issues Ch 1, p. 33 Key HR roles and competencies Ch 4, p. 125
matters of immediate concern, and then to ensure that a structured program follows, conducted
over days or weeks.
New employees should have a clear understanding of the job, organisational requirements
Collecting data Ch 2, p. 65 Community meetings and events
and any other important matters. The initial emphasis should be on the one-to-one or teamCh 4, p. 156
relationship necessary to give a new person a sense of belonging. During this initial period,
Understanding the Fair Work Act Key HR roles and competencies Ch 5, p. 166
the new employee is provided with a significant amount of information in order for them to
understand their role and the organisation. Many Australian firms now have this information
2009 Ch 3, p. 107 readily available on their intranet system. Induction sessions should be supplemented with a
Reviewing job descriptions Ch 5, p. 182
kit of materials that new employees can read at their leisure. The induction program does not
have to be based on endless supplies of policies and checklists. It can also be interactive and
exciting, making use of digital technology. For example, Bajaj Finserv, voted as one of the best
companies to work for in India, uses a gaming induction program, based on Formula One
racing, to teach new employees about the organisation.5

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 GUIDE TO THE TEXT xv

FEATURES WITHIN CHAPTERS

PROFESSIONAL TIP
Key HR roles and competencies Ch 6, p. 202 Key HR roles and competencies Ch 10, p. 442
Is there any hope for the interview? Ch 6, p. 237 Who should carry out drug and
alcohol testing procedures? Ch 10, p. 471
Key HR roles and competencies Ch 7, p. 255
Analysing WHS issues Ch 10, p. 473
Use a checklist Ch 7, p. 260
Key HR roles and competencies Ch 11, p. 481
Needs analysis Ch 7, p. 266
26 HRM IN CONTEXT

Use of management styles Ch 11, p. 498

Key HR roles and competencies Ch 8, p. 295
Ch 12, p. 511
particular, in all three countries, the larger and more international the organisation, the more
Key HR roles and competencies
Questions to consider in disciplinary likely it was to adopt a strategic HRM approach.54
However, there are still constraints to the achievement of SHRM due to such issues as
investigations Ch 8, p. 340 Marketing HR Ch 12, p. 533
contested definitions of HRM strategy, senior and line managers’ lack of understanding of
SHRM, and different applications in large versus small and medium organisations.55

Key HR roles and competencies Ch 9, p. 359 New SHRM approaches

The predicted changes in the nature of future workplaces, jobs and their associated skills and
competencies will also necessarily change HR professional roles and practices in important
ways. The future of work 1.1 provides some insights into the challenges ahead.

The future of work 1.1

The gig economy, virtual workplaces and digital disruption
The emergence of the e-commerce economy based on information technology, and on fluid and
changing notions of work and conditions of employment (especially the emerging ‘gig economy)
provides a significant dilemma for HR strategists. The management of the ‘virtual workplace’

Understand the changing HRM will require far more complex and contingent approaches to the structuring of organisations
and the development of appropriate work cultures than have been used formerly. New

landscape with The Future of Work

applications of technology, such as BYOD (bring your own devices); ‘digital disruptions’ (such
as the challenge to the taxi industry from innovative internet-based services such as Uber);
workplace interactions via social media tools and iPads as integrated work systems, represent

boxes. ‘the blurring of personal and work lives’ and demand new approaches to employment contracts,
job design, office space utilisation, learning and development, and performance recording and
evaluation, to mention just a few areas.56
In response to these challenges, new forms of employee benefits and rewards have begun to
emerge, including variable leave entitlements and greater flexibility in attendance requirements
and work–life balance opportunities. As examples of these new benefits and rewards trends,
pharmaceutical company MDA provides ‘green’ bonuses to employees who choose to use public
transport or ride to work; Ernst & Young offers free personal financial planning services to its
employees; Cotton On allows staff to bring their pets to the office on specific days; Patagonia
encourages its employees to ‘go surfing’ at lunch time; Netflix and Virgin have ‘unlimited
leave’ provisions for some of their staff; and Telstra and GE employees can ‘buy out’ extra leave
weeks.57 HR specialists have a major role to play in ensuring that an organisational culture
conducive to the achievement of overall strategic objectives is developed and maintained.

THE FUTURE OF WORK

Lepak and Snell suggest that the roles of HR professionals in the management of culture

The gig economy, virtual workplaces The new MOOCs: the Netflix way Ch 7, p. 278
change towards the achievement of desirable organisational objectives are broad and all-
inclusive, involving the development of an ‘HR architecture that aligns different employment
and digital disruption Ch 1, p. 26 modes, employment relationships, HR configurations and criteria for competitive advantage’.58
Is this the future of performance
Insecurity vs security Ch 3, p. 85 management? Ch 8, p. 317
Employment projections for future The future of reward management Ch 9, p. 389
Australian industry sectors and jobs Ch 4, p. 137
The future of work and WHS Ch 10, p. 446
A day in the life of 2035 Ch 5, p. 191
Conflict resolution by BOTS: humans
A résumé tracking bot Ch 6, p. 226 no longer needed Ch 11, p. 496
Unilever Ch 6, p. 242 Employers and the gig workforce Ch 12, p. 534

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 4 HRM IN CONTEXT

xvi GUIDE TO THE TEXT

including major revisions to staffing, performance management, executive pay systems, human
resource development, rewards and career development programs.
Two recent developments are likely to significantly affect labour markets in Australia and
Trans-Pacific
Partnership (TPP2)
the Asia Pacific. First, the revised Trans-Pacific Partnership (TPP2), a grouping of 11 countries
A free trade (Australia, Brunei Darussalam, Canada, Chile, Japan, Malaysia, Mexico, New Zealand, Peru,
agreement Singapore and Vietnam – see https://dfat.gov.au/trade/agreements/in-force/cptpp/Pages/
between 11 Pacific
Rim countries, comprehensive-and-progressive-agreement-for-trans-pacific-partnership.aspx) – excluding the
excluding the United States; and second, the formation of the ASEAN Economic Community (AEC), which aims
United States
to facilitate trade and labour mobility across the region. Members of the AEC include 10

ICONS
ASEAN Economic
Community (AEC) countries – Indonesia, Malaysia, the Philippines, Singapore, Thailand, Vietnam, Lao PDR,
A regional trade Myanmar, Cambodia and Brunei Darussalam – excluding Australia. Both developments pose
grouping of 10
ASEAN countries,
potential challenges and opportunities for HR professionals in local organisations with global
excluding Australia or regional operations.

Emerging issues icons link the Political and demographic factors

content to the emerging issues Political developments, including the awkward and divisive Brexit negotiations between the
United Kingdom and the European Union (EU); the replacement of President Barack Obama

outlined in the chapter opener to Emerging issue 1

with President Donald Trump in the United States; ongoing leadership instability in countries
such as Germany, Australia and the United Kingdom; China’s expansion, and tension on the

highlight topical HRM issues Globalisation Korean peninsula, have also provided both challenges and opportunities for global business and
the management of workforces. Demographic factors such as the ageing workforces of most

throughout each chapter. developed countries (the United States, United Kingdom, Australia, Canada, New Zealand,
Singapore and in Europe), but younger workforces in emerging nations like Indonesia and
India, pose different business and SHRM challenges; as do rising education levels in many
countries and regions, combined with diverse expectations of jobs and workplaces from
different generations.

New technology – the Fourth Industrial Revolution

FEATURES WITHIN CHAPTERS Perhaps the greatest challenge for global business EVOLUTION
and OF STRATEGIC
SHRM HUMAN RESOURCE
is provided
impacts of new technology on all industries, workplaces and jobs in the next decades. The so-
by the MANAGEMENT
predicted CHAPTER 1 41

Fourth Industrial called ‘Fourth Industrial Revolution’ (FIR, or Industry 4.0) is the digital transformation in society
Revolution (FIR, EVOLUTION OF STRATEGIC HUMAN RESOURCE MANAGEMENT CHAPTER 1 41
and business that involves an interface between technologies in the physical, digital and
At the end of each chapter you’ll find several tools to help you to review, practise and extend
or Industry 4.0)
Interface between SUMMARY
biological disciplines. It involves the ‘transformation of systems of production, management
physical, digital and governance’. Emerging technologies,
field ofsuch as artificial intelligence, robotics,MANAGEMENT
machine
1
SHRM is a complex and rapidly changing practice
EVOLUTION inOF
industry.
STRATEGICDespite
HUMAN itsRESOURCE
comparatively recent CHAPTER 1 41

your knowledge of the key learning objectives.

and biological
technologies learning,
origins, andthedrawing
Internet of Things
upon (IOT),and
both overseas autonomous vehicles,
local influences, SHRM 3-Dis aprinting, nanotechnology,
critical factor in the success
SUMMARY
of all organisations.
biotechnology, materials science, energy storage, and quantum computing, represent just the
tip Beginning
of
SHRM this in the and
is atechnology
complex 1940s as aThe
iceberg.
rapidly series
FIRoffield
changing isfunctions,
predicted often
of practice neither
byinsome integrated
observers
industry. Despite toitsnor
be ‘a based
major upon
driver
comparatively solid
of
recent

• Review your understanding of the key

conceptual foundations, modern SHRM andis alocal
dynamic specialisation in the process of refining
origins,
long-term andeconomic
drawing upon both overseas
growth…(and) investment influences,
in the SHRM
skills and isorganisational
a critical factor in the
capacities thatits
success
SUMMARY
philosophies,
of practices and overall contributions to organisational effectiveness. In response to external
all organisations.
allow effective technological development, evaluation, adoption and adaptation will help solve
influences,
Beginning including economic,
in the and
1940s demographic,
as achanging
series offield technological,
functions, often legislative
in neither and social
integrated itsnorchanges, as well
based upon as
solid
chapter topics with the Summary.
SHRM is a complex rapidly of practice industry. Despite comparatively recent
social, economic
significant and environmental
transitions in the nature of challenges,
global jobs leading to a prosperous
and workplaces, and healthy
SHRM requires future’.of
the adoption
2
a
conceptual
origins, and foundations,
drawing uponmodern SHRM and
both overseas is alocal
dynamic specialisation
influences, SHRM is in the process
a critical factor of refining
in the successits
strategic approach
philosophies,
of to the
practices
all organisations. andmanagement of human
overall contributions to resources
organisationalfor organisational
effectiveness. In and employee
response benefit.
to external
As Beginning
with other
influences, professions,
including
in the 1940s SHRM
economic, confronts
as ademographic,
series a number of difficult
technological,
of functions, often issues
legislative
neither andsocial
and
integrated dilemmas concerning
norchanges,
based as well
upon its
as
solid
ethical frameworks,
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conceptual transitions
foundations,roles,
in the processes
nature
modern of and
SHRM is practices.
global a jobs andFurther
dynamic workplaces,development
specialisation SHRM ofprocess
SHRM
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in the thewill eventually
ofadoption
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a
resolve these
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of human to resources
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As with other
influences, professions,
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economic, confronts a number
demographic, of difficult
technological, issuesand
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changes, as well its
as
KEY TERMS
ethical frameworks,
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workplaces,development of SHRM
SHRM requires thewill eventually
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resolve these
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approach creative and effective ways.
management
• AHRI Model of Excellence (MoE) 29 of human resources for organisational
• psychological contract 12 and employee benefit.
As
• with other professions, SHRM (AEC)
confronts
4 a number • ofresource-based
difficult issues view
and dilemmas
(RBV) 13 concerning its
• Revise the key concepts from the chapter
ASEAN Economic Community
KEY TERMS
ethical frameworks, roles,
• employment relationship 12 processes and practices. Further development
• social contract 12 of SHRM will eventually
resolve
• AHRI these
Fourth issues in
Industrial creative and
Revolution (FIR,effective ways. • ‘soft’ HRM 20
• Model of Excellence (MoE) 29or • psychological contract 12
with the Key Terms list. •
IndustryEconomic
• ASEAN
KEY TERMS
• employment
4.0) 4 Community (AEC) 4
globalisation relationship
3 12
• resource-based
• strategic humanview
(SHRM)
• social 8
contract 12
resource
(RBV)management
13

74 HRM IN CONTEXT
• Fourth
‘hard’Model
HRM 20 • psychological
strategic
• AHRI Industrial Revolution
of Excellence (FIR,29or
(MoE) • ‘soft’ HRMinternational
20 contract human
12 resource
74 • Industry
•
HRM IN CONTEXT HRM community
ASEAN 4.0) 4 32
Economic Community (AEC) 4 management
• resource-based
strategic human(SIHRM)/strategic
resource
view 13 global
(RBV)management
• globalisation
• HRM ethics 34
employment 3
relationship 12 humancontract
(SHRM)
• social resource
8 12management (SGHRM) 21
• ‘hard’
• humanHRM
Fourth resource
20 management
Industrial Revolution (FIR,(HRM)
or 3 • ‘soft’
• Trans-Pacific
strategic 20 Partnership
HRMinternational (TPP2)
human 4
resource
• HRM
• legal community
contract4 12 32 • management
unitarist 19 (SIHRM)/strategic global
b Industry
What are4.0)the main human resource implications •of women’s strategic human
increased resource
workforcemanagement
participation?
• HRM
• pluralist 19 343
ethics • human
work-readiness
resource (employability) 5
management (SGHRM) 21
c globalisation
How are organisations responding? (SHRM) 8
b What are the main human resource implications of women’s increased workforce participation?
• human resource
20 management (HRM) 3 • Trans-Pacific Partnership (TPP2) 4
• Develop your knowledge of topical HRM
‘hard’ HRM strategic international human resource
EMERGING ISSUES
c How
•3 HRM
legal
are organisations
Ageing workforce
contract
community 12 32
responding?
• management
unitarist 19 (SIHRM)/strategic global
pluralist
•TheHRM 19 population
ethics
Australian 34 and workforce are ageing.• human work-readiness
resource(employability) 5
management (SGHRM) 21
13 Globalisation
Ageing workforce
issues with the Emerging Issue •a human
•
Why is this
EMERGING ISSUES
Globalisation
b legal
resource management
an important
The Australianofpopulation
are thebusiness
Whatcontract 12
advantages has
issue (HRM)
andbecome
of an ageing
3 resource
for human
workforce are ageing.
a reality,
• managers
Trans-Pacific
with •theunitarist
workforce? economic
Partnership (TPP2) 4
to consider?
19interconnectedness of nations and
a Why is this an important issue for human resource managers to consider?
questions linked to the icons throughout •their organisations
c pluralist
What 19
changes facilitated
within by new
workplaces technologies
might need to be •and an increasing
work-readiness
introduced number of older
(employability)
to accommodate trade agreements
5 workers?
b Globalisation
What countries
1between are the advantages
and regions. of an ageing workforce?
ac4 Visit
What changes
Flexibility
the ASEAN within workplaces
Economichas Community
mightwebsite
need to(http://asean.org/asean-economic-community)
be introduced to accommodate older workers?
with the economic interconnectedness of nations and
EMERGING ISSUES
Globalisation of business become a reality, and
the chapters. their consider
4Thealso
increasing
Flexibility
1between
Globalisation
the
the
organisations positive and
facilitated
flexibility
possible
countries
negative
of the
challenges
and
implications
by employment
new technologies for labour
and an may
relationship mobility
increasing
suggestacross
number the ASEAN
of trade
positives
regions. for Australian organisations wishing to expand to the region.
region, andfor
agreements
and negatives
employers and employees.
The increasing flexibility of the employment relationship may suggest positives and negatives for
a a Visit
Whatthe
Globalisation areASEAN
the Economic
of business
pros andhasconsCommunity
become website
a reality,
of flexible work (http://asean.org/asean-economic-community)
with the economic
arrangements for (i)interconnectedness
employers and managers, andand
of nations and
(ii)
2employers
New
consider
technology
and employees.
the positive
–andthenegative
Fourthimplications
Industrial Revolution
their organisations
employees? facilitated by new technologiesforand labour mobility across
an increasing number the ASEAN
of traderegion, and
agreements
a What
The Fourth are the prosRevolution
Industrial and cons of(FIR)flexible work
is the arrangements
digital transformation for (i)
in employers
society andand managers, and (ii)
also
between the possible
countries challenges
and regions. for Australian organisations wishing to expand tobusiness that involves
the region.
• Examine the Ethical Challenge scenarios a
2
employees?
an interface
ETHICAL CHALLENGE
applications
consider
betweenEconomic
Visit the ASEAN
New technology
include
the
technologies
–and
driverless
positive Fourth
in the physical,
Community
thenegative
website digital
Industrial
trucks and Revolution
cars, implications trains,
for
and biological disciplines. New technological
(http://asean.org/asean-economic-community)
labour‘cashier-less’
mobility across shops, and robotic
the ASEAN
and
doctors,
region, and
ETHICAL CHALLENGE
Work hours andmechanics,
pay ratesconstruction
and consider the ethical implications of
lawyers,
The Fourth
also farmers,
the Industrial
possible Revolution
challenges (FIR)
for is theworkers,
Australiandigital tutors, insurance
transformation
organisations wishing toagents
in society
expand and
and bank
tobusiness
the tellers, among
that involves
region.
many
an others.
Youinterface
have been Significant
between
asked workplace
technologies
torates changes,
in the to
provide advice and
physical,
a fellow the
digital replacement
and who
student biologicalof (particularly)
worksdisciplines. low and medium
New technological
in a restaurant on weekends
Work hours and pay
2 andNew
skilled jobs
applications
feels technology
byinclude
robots,by
pressured –their
are the Fourth
anticipated.
driverless bosscars, Industrial
trucks
to work Revolution
and hours
longer trains,than
‘cashier-less’
they wish. In shops, and robotic
discussion doctors,
with your fellow
theories and practices covered in the You have been asked to provide advice to a fellow student who works in a restaurant on weekends
lawyers,
student,
The Fourth farmers,
you also mechanics,
realise
Industrial that construction
Revolution the student
(FIR) workers,
is theis possibly
digital tutors, insurance
not being
transformation paid agents
the
in society
and feels pressured by their boss to work longer hours than they wish. In discussion with your fellow
many others. Significant workplace changes, and the replacement of
and
correct
and bank tellers,
hourly
business
(particularly) low
rate. among
that You
and medium
also
involves
ansuspect the between
interface student istechnologies
already working in themore hoursdigital
physical, than their visa allows.
and biological disciplines. New technological

chapter.
student, you also realise that the student is possibly not being paid the correct hourly rate. You also
skilled
1 Howjobs
applications byinclude
would robots, are anticipated.
you advise the student
driverless cars, about
truckstheir
andinitial
trains,request to refuse shops,
‘cashier-less’ more hours of work?doctors,
and robotic
suspect the student is already working more hours than their visa allows.
2 Whatfarmers,
lawyers, other issues does theconstruction
mechanics, conversation raise? tutors, insurance agents and bank tellers, among
workers,
1 How would you advise the student about their initial request to refuse more hours of work?
3 Would
many youSignificant
others. raise theseworkplace
issues withchanges,
your fellowandstudent, or keep them
the replacement to yourself? What
of (particularly) would
low and you
medium
2 What other issues does the conversation raise?
sayjobs
skilled and bydo?robots, are anticipated.
3 Would you raise these issues with your fellow student, or keep them to yourself? What would you
say and do?

CASE STUDY 2.1

• Analyse in-depth Case studies that CASE
HR STUDY
director’s 2.1 advancing women to leadership positions
challenge:

present issues in context, encouraging

A large
HR (just over
director’s 3000 employees)
challenge: publicly
advancing women listedtocompany has positions
leadership received bad publicity recently
about the low representation of women in leadership positions in the organisation. The company
A large (just over 3000 employees) publicly listed company has received bad publicity recently
is headed by a male CEO and the current senior executive team has one woman (the HR director)

you to integrate and apply the concepts

about the low representation of women in leadership positions in the organisation. The company
and three men (Marketing director, Operations director and Finance director). The composition of
is headed by a male CEO and the current senior executive team has one woman (the HR director)
the non-managerial workforce is largely female, with 75 per cent female and 25 per cent male.
and three men (Marketing director, Operations director and Finance director). The composition of
discussed in the chapter to the The profile changes at the managerial level, with 20 per cent of managers being female and 70 per
the non-managerial workforce is largely female, with 75 per cent female and 25 per cent male.
cent being male. As a consultant specialising in women and work, you have been asked to provide
The profile changes at the managerial level, with 20 per cent of managers being female and 70 per
advice about the most effective way to advance women to leadership positions in the organisation.
workplace. cent being male. As a consultant specialising in women and work, you have been asked to provide
The CEO wants change to be introduced quickly so that he can demonstrate to the public and media
advice about the most effective way to advance women to leadership positions in the organisation.
that the organisation has responded to the bad publicity. The HR director argues that it is not just
The CEO wants change to be introduced quickly so that he can demonstrate to the public and media
a structural issue, but also a cultural problem, and it will therefore take a number of years to shift
that the organisation has responded to the bad publicity. The HR director argues that it is not just
the managerial ratios between men and women.
a structural issue, but also a cultural problem, and it will therefore take a number of years to shift
the managerial ratios between men and women.

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 xvii

Guide to the online resources

FOR THE INSTRUCTOR

Cengage is pleased to provide you with a selection of resources that

will help you prepare your lectures and assessments. These
teaching tools are accessible via cengage.com.au/instructors
for Australia or cengage.co.nz/instructors for New Zealand.

MINDTAP
Premium online teaching and learning tools are available on the MindTap platform – the
personalised eLearning solution.
MindTap is a flexible and easy-to-use platform that helps build student confidence and gives you
a clear picture of their progress. We partner with you to ease the transition to digital – we’re
with you every step of the way.
The Cengage Mobile App puts your course directly into students’ hands with course materials
available on their smartphone or tablet. Students can read on the go, complete practice quizzes
or participate in interactive real-time activities.
MindTap for Nankervis’ Human Resources Management is full of innovative resources to support
critical thinking, and help your students move from memorisation to mastery! Includes:
• Human Resources Management 10th edition eBook
• Revision quizzes, video quizzes, concept clips, what would you do? scenarios and more!
MindTap is a premium purchasable eLearning tool.
Contact your Cengage learning consultant to find out how
MindTap can transform your course.

INSTRUCTOR’S MANUAL
The Instructor’s Manual includes:
• learning objectives • tutorial activities
• chapter outlines • answers to case studies
• key questions • websites and readings
• sample responses to emerging issue
questions, ethical challenges and tutorial
activities

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xviii GUIDE TO THE ONLINE RESOURCES

COGNERO TESTBANK POWERED BY MINDTAP

A bank of questions has been developed in conjunction with the text for creating quizzes, tests
and exams for your students. Create multiple test versions in an instant and deliver tests from
your LMS, your classroom, or wherever you want using Cognero. Cognero test generator is a
flexible online system that allows you to import, edit, and manipulate content from the text’s
testbank or elsewhere, including your own favourite test questions.

POWERPOINT™ PRESENTATIONS
Use the chapter-by-chapter PowerPoint presentations to enhance your lecture presentations
and handouts to reinforce the key principles of your subject.

ARTWORK FROM THE TEXT

Add the digital files of graphs, tables, pictures and flow charts into your course management
system, use them in student handouts, or copy them in your lecture presentations.

FOR THE STUDENT

MINDTAP
MindTap is the next-level online learning tool that helps you get better grades!
MindTap gives you the resources you need to study – all in one place and available when you
need them. In the MindTap Reader, you can make notes, highlight text and even find a definition
directly from the page.
If your instructor has chosen MindTap for your subject this semester, log in to MindTap to:
• Get better grades
• Save time and get organised
• Connect with your instructor and peers
• Study when and where you want, online and mobile
• Complete assessment tasks as set by your instructor
When your instructor creates a course using MindTap, they will let you know your course key so
you can access the content. Please purchase MindTap only
when directed by your instructor. Course length is set by
your instructor.

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 xix

PREFACE AND AHRI ENDORSEMENT

Preface: The future of human resource management

As we approach 2020, profound sociopolitical, economic, technical and environmental changes
are affecting the world of work. These changes and the accompanying challenges will impact
on the roles, skills and significance of human resource management (HRM) in theory and in
practice.
Perhaps the most important catalyst in changing present and future organisations, workplaces,
employment conditions, jobs and employees’ skills requirements will be the impact of the so-
called Fourth Industrial Revolution (4IR, ‘Industry 4.0’, or simply ‘4.0’). Coined by Charles
Schwab, founder of the World Economic Forum, this technological ‘revolution’ is the digital
transformation in society and business which involves an interface between technologies in the
physical, digital and biological disciplines. Emerging technology – such as artificial intelligence,
robotics, the Internet of Things, autonomous vehicles, 3-D printing, nanotechnology,
biotechnology, materials science, energy storage and quantum computing – represent just the
tip of this technology iceberg. Significant workplace changes and the potential to replace low-
and medium-skilled jobs with robots are anticipated. It is likely that all industries and most
occupations will be transformed by the 4IR.1 Some observers suggest the occupations that
will be least affected by these technological developments are those in creative work, human-
centred and skilled trades jobs.2
Compounding these major technological changes are political and economic uncertainties,
and broad demographic and sociocultural developments, including the ageing of the population
and workforces in most developed and many emerging countries. This is contrasted with
youthful labour markets in countries such as Indonesia and India. Younger generations of
workers possess particular lifestyles and attitudes towards their jobs and careers, working
alongside older employees who have different motivations and considerable work knowledge
and experience. The gig economy and project-based or contract work have challenged
traditional employment models, and global career opportunities requiring multicultural
knowledge, skills and capabilities have also provided significant challenges for organisations,
managers, unions and, in particular, human resource professionals.
Legislative changes aimed at ensuring equity, encouraging diversity and strengthening
corporate governance have been enacted in many countries, with far-reaching consequences
for all organisations, HR professionals and employees. As examples, the UN Human Rights
Commission and UNICEF have been more active in recent years in proscribing child slavery
and sex work, enhancing female workers’ rights and attempting (often with only limited
success) to enforce the rights and employment conditions of cross-regional migrant workers.

Copyright 2020 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-202
xx PREFACE AND AHRI ENDORSEMENT

At the global level, the volatility of political and economic environments provides
organisations across the world with new and unexpected threats and opportunities. These are
illustrated by such diverse developments as the election of President Donald Trump in the
United States and the challenges posed by North Korea; the contested withdrawal of the
United Kingdom from the European Union following the Brexit referendum; the formation
of the ASEAN Economic Community (AEC); the continuing rise of China and India; frequent
leadership changes in Australia and elsewhere, and constantly fluctuating currencies and stock
markets.
While it is difficult to predict, there are indications that HRM theories will need to
incorporate stronger environmental, social responsibility and ethical dimensions (‘green
HRM’, ‘sustainable HRM’ and ‘responsible HRM’) as communities and workers demand that
organisations respond more strategically to these global challenges. In an increasing ‘war’ for
talent, organisations that fail to respond will find it difficult to compete as employer branding in
these dimensions becomes more imperative for choosy younger workers. In many organisations,
HRM professionals are (or will become) the catalysts for such challenges. In addition, given the
monumental changes to jobs, skills and entire workplaces associated with Industry 4.0, HRM
professionals will need to focus more intensively on proactive human resource planning, global
and local environmental scanning, devolving many of their traditional functions (attraction
and retention, learning and development, performance and rewards management) to line
managers and/or outsourcing to external service providers, and using artificial intelligence or
robotic technologies to augment them. The increasing use of big data and more sophisticated
human resource information management systems (HRIMS) will become mandatory for these
purposes, as well as stronger accountability for their strategies, processes and outcomes.
The roles of HRM professionals are also likely to become more fragmented, with
emphases on functional specialists (e.g. attraction and retention consultants, reward specialists,
learning and development experts) and ‘fair work’ counsellors who monitor and enforce
compliance with legal and industrial relations regulations and processes. Such new HRM
roles may be undertaken both within organisations and externally. With respect to traditional
HRM functions, the demands of Industry 4.0 are likely to transform attraction and selection
systems via the use of chatbots, computer-aided selection processes and social media; learning
and development is likely to comprise blended, self-paced packages on demand; job and
performance management criteria may emphasise soft skills over specific technical competence
and capabilities; while, increasingly, rewards and benefits are likely to be individualised rather
than generalised, dependent on mutually agreed outcomes. Multiple (internal and external)
careers will become the norm.
The challenge for the HRM profession and its practitioners is to understand the avalanche
of forthcoming changes; to develop flexible long-, medium- and short-term strategies and plans
to accommodate them based on available data; to collaborate with line managers, outsourced
and in-sourced service providers and (where appropriate) unions in order to deliver responsive,

Copyright 2020 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-202
 PREFACE AND AHRI ENDORSEMENT xxi

responsible and cost-effective HRM systems; and to account for their effectiveness in terms
that reflect business imperatives. As Peter Wilson, National President of the Australian Human
Resources Institute (AHRI) suggests, it is important to ‘measure and reward the execution of
HRM service delivery that optimises human relationships and a more positive culture … (and)
secures a more responsible operation that safeguards brand and reputation’.3
Our goal in this 10th edition of HRM Strategy and Practice is to provide students of HRM
with the capacity to understand and act within this new context, and to become capable and
ethical HRM practitioners and leaders across the range of HRM functions.
Alan Nankervis, Marian Baird, Jane Coffey and John Shields

ENDNOTES
1 Ford, M. (2018), Architects of intelligence: The truth about artificial intelligence from the people building it. New York: Pacht Publishing.
2 Schwab, F. (2015), The Fourth Industrial Revolution:What it means and how to respond. Geneva: WEF.
3 Wilson, P. (2019), Ethics 4.0: An HR guide to shaping modern ethics. hrmonline.com.au, December/January, p. 6.

AHRI endorsement
AHRI is pleased to endorse this textbook as a key HR reference for students. The book is a
set text for the AHRI Practising Certification Program (APC), a program equivalent to AQF
8 postgraduate level. Familiarity with the 17 behaviours and capabilities set out in the AHRI
Model of Excellence (MoE) is a central part of the APC, and this updated 10th edition of the
textbook examines each of the 17 attributes of the MoE in detail. The APC is a mandatory
requirement for HR practitioners seeking AHRI certification.
The Australian Human Resources Institute (AHRI) is the national association representing
human resource and people management professionals. AHRI leads the direction and fosters
the growth of the HR profession through actively setting standards, building capability and
providing a certification credential for the profession. Through its international affiliations and
its close association with Australian industry and academia, AHRI ensures that its members
are given access to a rigorous world class professional recognition framework and professional
development opportunities. Professional, Graduate, Affiliate, Organisation and Student
memberships are available through the Institute. Find out more and how to become a member
at http://www.ahri.com.au.

Copyright 2020 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-202
xxii

ABOUT THE AUTHORS, CONTRIBUTORS

AND ACKNOWLEDGEMENTS

About the authors

Alan Nankervis is an Adjunct Professor of Human Resource Management at RMIT
University (Melbourne) and Curtin University (Perth) in Australia. He has previously taught
and researched at universities in Melbourne, Sydney, the United Kingdom, Canada, Indonesia
and Thailand. He has co-authored a dozen books and many scholarly articles and conference
papers and was the co-editor of the journal Research & Practice in Human Resource Management
from 2001 to 2011. He is currently the Chair of the Australian Human Resources Institute’s
National Accreditation Committee. His current research interests include comparative Asian
HRM, graduate employability and the future of work in the Asia-Pacific region.

Marian Baird, AO, BEc (Hons), Grad. Dip. Ed., PhD (Sydney), is Professor of Gender and
Employment Relations, Co-Director of the Women, Work and Leadership Research Group,
and Head of the Discipline of Work and Organisational Studies at the University of Sydney
Business School. Marian is a highly recognised academic in the fields of industrial relations,
human resource management and work and family. She is the recipient of several major research
grants from funding bodies, including the Australian Research Council and state and federal
governments, to explore critical aspects of women’s working lives, the ageing workforce, and
the impact of regulatory change across the public and private sectors. She is the Co-editor
in Chief of the Journal of Industrial Relations, and has published extensively in national and
international journals. Marian has contributed to numerous government review panels on
gender equality, discrimination and parental leave.

Jane Coffey, BA (Soc.Sc.), Grad Dip., M.Comm, PhD (Perth), is a senior lecturer with the
School of Management within the Faculty of Business and Law, Curtin University. She has
held numerous positions within the faculty and university, including International Academic
Director, Deputy Head of School, Discipline Leader and Course Coordinator, HRM and
industrial relations. Throughout her academic career, she has developed, managed and taught
a range of HRM and industrial relations programs throughout Australia and South-East Asia.
Jane has actively contributed to the last four editions of this textbook. She researches and
publishes in the areas of career expectations of Generations X and Y and career attraction and
retention issues within the performing arts.
Jane also has significant corporate professional experience, having operated a highly
successful HR consultancy business prior to joining Curtin University. She specialised in

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 ABOUT THE AUTHORS, CONTRIBUTORS AND ACKNOWLEDGEMENTS xxiii

providing support and advice to the public sector, and she maintains a significant consultancy
profile in this area with the university. She also conducts and facilitates workshops throughout
Australia.

John Shields is Professor of Human Resource Management and Organisational Studies

in the Discipline of Work and Organisational Studies at the University of Sydney Business
School, where he is also Deputy Dean. In the HRM field, John’s research focuses on reward
management and work motivation and performance. He also researches in the corporate
governance field, with a particular interest in board capability, executive reward and firm
performance. A co-authored third edition of his text on managing employee performance
and reward is currently in preparation.

Acknowledgements
The authors wish to acknowledge the long-standing contribution made by Professor
Leigh Compton to previous editions of this text. Cengage joins them in extending our
appreciation to Professor Compton whose contribution as an author over seven of the
previous editions has helped make this text a standard for presenting HRM knowledge in
the Asia Pacific region.
Our sincere gratitude and appreciation are expressed to the following colleagues who have
added inestimable value and quality to this new edition:
• Dr Ros Larkin, University of Newcastle
• Ms Ann Arnold, Australian Broadcasting Commission
• Dr Alan Montague, RMIT University
• Cec Pederson, University of Southern Queensland
• Dr Di Fan,Victoria University
• A/Prof. James Reveley, University of Wollongong
• Senior Honorary Fellow Joy Peluchette, University of Wollongong
• Louise Ingersoll, University of Western Sydney
• Julie McGowan, Whitireia New Zealand

The authors also wish to acknowledge the following people:

• Lyn Goodear and Dana Grgas, of the Australian Human Resources Institute (AHRI), for
their support, and for providing new material on the AHRI’s professional framework.
• Professor Samir Chatterjee (Curtin University) for contributing to the ‘Ethics and HRM’
section.
• Professor Bradon Ellem (University of Sydney) for assisting with the section on the
Australian trade union movement.
• Alison Williams for research assistance with Chapter 3 on industrial relations.

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xxiv ABOUT THE AUTHORS, CONTRIBUTORS AND ACKNOWLEDGEMENTS

• Gaby Grammeno for research and practical assistance with Chapter 10 on work, health
and safety.
• Peter Vlant and Lyle Potgieter (PeopleStreme) for providing commercial research
information on HRM evaluation, and for contributing their research to Chapter 12.
• Prikshat Verma (Australian Institute of Business, Adelaide) for research assistance.
We are immensely grateful to (in no particular order) Laura Di Iorio, James Cole and,
of course, Dorothy (‘the dinosaur’) Chiu, of Cengage, for their continuing encouragement,
support, professionalism and maintenance of strict deadlines.
Cengage and the authors would like to thank the following reviewers for their incisive and
helpful feedback:
• Fiona Edgar – University of Otago
• Youqing Fan – Western Sydney University
• Jane Jones – Flinders University
• Sarah Kim – RMIT University
• Malliga Marimuthu – Charles Darwin University
• Michael Muchiri – RMIT University
• Leigh-ann Onnis – James Cook University
• Geoff Plimmer – Victoria University of Wellington
• Ancy Ramasamy – Victoria University
• Shuang Ren – Deakin University
• Beth Tootell – Massey University
• Richa Vinod – Murdoch University

Every effort has been made to trace and acknowledge copyright. However, if any infringement
has occurred, the publishers tender their apologies and invite the copyright holders to contact
them.

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 1

HRM IN CONTEXT PART

1 Evolution of strategic human resource management

2 The context of strategic human resource management
3 Industrial relations: frameworks and practice
4 Human resource planning in a changing environment
1

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2

1
CHAPTER
Evolution of strategic human
resource management
There is a global shift towards non-standard, flexible employment models, including agency work (which) is
set to become a permanent feature of the modern workplace.
Zhang, M. M., Bartram, T., McNeil, N. and Dowling, P. J. (2015), Towards a research agenda on the
sustainable and socially-responsible management of agency workers through a flexicurity model of HRM.
Journal of Business Ethics, 127(3), p. 514.

We must pursue innovation through technology as the main contributor to our future prosperity and
happiness. The new jobs generated will allow us to compete with the world.
Williamson, R. C., Raghnaill, M. N., Douglas, K. and Sanchez, D. (2015), Technology and
Australia’s future: New technologies, and their role in Australia’s security, cultural,
democratic, social and economic systems. Melbourne: ACOLA.

OBJECTIVES
After reading this chapter, you will be able to:
1 explain the development and 4 appreciate the critiques of SHRM
concepts of strategic human resource 5 describe the principal roles, functions
management (SHRM) and ethical principles of SHRM
2 understand the relationship between professionals
business strategies and HRM strategies, 6 understand the SHRM model and
processes and functions in the context framework used throughout this text.
of a dynamic global environment
3 understand the principles behind
international human resource
management

Emerging issues
1 Globalisation 3 Employability
2 New technology – the Fourth Industrial 4 SHRM theories and new models
Revolution 5 HR ethics

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 EVOLUTION OF STRATEGIC HUMAN RESOURCE MANAGEMENT CHAPTER 1 3

INTRODUCTION
Organisations exist for a variety of purposes. Some produce goods for local or overseas
consumption while others provide necessary services for profit or community benefit.
In pursuit of their objectives, all organisations rely on the availability and effectiveness
of several kinds of resources, which (for the sake of simplification) can be divided into
finance, technology and people. Some organisations emphasise their financial resources
(banks, credit unions, stockbroking companies), others rely on the sophistication of
their technology (telecommunications, manufacturing, information technology), while
the growing services sector throughout the world depends heavily on the quality of its
employees – its human resources.
Regardless of the particular resource emphasis in an industry, the human resource is almost
always the key ingredient for organisational success. People design, operate and repair the
technology, people control the financial resources, and people manage other people in all
organisations. Compared with technological or financial resources, human resources are the
most unpredictable – because of their complex blend of rational and emotional characteristics –
and often the largest ongoing cost factor in any organisation; they may also be regarded as
its most valuable asset. It is therefore crucial that people are managed effectively, equitably
and ethically, and that their personal and work needs are satisfied, if organisational objectives
are to be achieved. The next sections of this chapter briefly explain four important external
challenges facing the management of employees as human resources in the modern world of
work: globalisation, political and demographic factors, new technologies, and work-readiness
(or ‘employability’) issues. These issues are discussed in more detail in Chapter 2, and their
implications for human resource management (HRM) strategies and processes are included in
all subsequent chapters.

Globalisation globalisation
The expansion
of organisational
A number of developments have begun to transform the nature of jobs and the workplaces in operations across
which they are performed. Globalisation, or the growing interconnectedness of economies across national, regional
and global
the world, is perhaps the most significant and enduring of these challenges. On the positive boundaries, with its
side, globalisation has broadened the markets for Australian and regional businesses, reshaped associated financial,
labour markets and, with the aid of enhanced information technology and telecommunications marketing,
operational and
systems, begun to fashion new kinds of jobs, new forms of workplaces and, increasingly, more HRM implications
innovative approaches to all human resource management (HRM) processes. Less positively, the human resource
economic interconnectedness of countries, coupled with the unethical behaviour of some management
(HRM)
senior managers in many industries, has contributed significantly to serious global financial The management
difficulties, currency fluctuations and continuing major economic problems in many countries. of employees for
their own benefit
Such events have resulted in the demise of many businesses; more active intervention of and for their
governments in the re-regulation of industries; and associated changes in HRM strategies, organisations

Copyright 2020 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-202
4 HRM IN CONTEXT

including major revisions to staffing, performance management, executive pay systems, human
resource development, rewards and career development programs.
Two recent developments are likely to significantly affect labour markets in Australia and
Trans-Pacific
Partnership (TPP2)
the Asia Pacific. First, the revised Trans-Pacific Partnership (TPP2), a grouping of 11 countries
A free trade (Australia, Brunei Darussalam, Canada, Chile, Japan, Malaysia, Mexico, New Zealand, Peru,
agreement Singapore and Vietnam – see https://dfat.gov.au/trade/agreements/in-force/cptpp/Pages/
between 11 Pacific
Rim countries, comprehensive-and-progressive-agreement-for-trans-pacific-partnership.aspx) – excluding the
excluding the United States; and second, the formation of the ASEAN Economic Community (AEC), which aims
United States
to facilitate trade and labour mobility across the region. Members of the AEC include 10
ASEAN Economic
Community (AEC) countries – Indonesia, Malaysia, the Philippines, Singapore, Thailand, Vietnam, Lao PDR,
A regional trade Myanmar, Cambodia and Brunei Darussalam – excluding Australia. Both developments pose
grouping of 10
ASEAN countries,
potential challenges and opportunities for HR professionals in local organisations with global
excluding Australia or regional operations.

Political and demographic factors

Political developments, including the awkward and divisive Brexit negotiations between the
United Kingdom and the European Union (EU); the replacement of President Barack Obama
with President Donald Trump in the United States; ongoing leadership instability in countries
Emerging issue 1 such as Germany, Australia and the United Kingdom; China’s expansion, and tension on the
Globalisation Korean peninsula, have also provided both challenges and opportunities for global business and
the management of workforces. Demographic factors such as the ageing workforces of most
developed countries (the United States, United Kingdom, Australia, Canada, New Zealand,
Singapore and in Europe), but younger workforces in emerging nations like Indonesia and
India, pose different business and SHRM challenges; as do rising education levels in many
countries and regions, combined with diverse expectations of jobs and workplaces from
different generations.

New technology – the Fourth Industrial Revolution

Perhaps the greatest challenge for global business and SHRM is provided by the predicted
impacts of new technology on all industries, workplaces and jobs in the next decades. The so-
Fourth Industrial called ‘Fourth Industrial Revolution’ (FIR, or Industry 4.0) is the digital transformation in society
Revolution (FIR,
or Industry 4.0)
and business that involves an interface between technologies in the physical, digital and
Interface between biological disciplines. It involves the ‘transformation of systems of production, management
physical, digital and governance’.1 Emerging technologies, such as artificial intelligence, robotics, machine
and biological
technologies learning, the Internet of Things (IOT), autonomous vehicles, 3-D printing, nanotechnology,
biotechnology, materials science, energy storage, and quantum computing, represent just the
tip of this technology iceberg. The FIR is predicted by some observers to be ‘a major driver of
long-term economic growth…(and) investment in the skills and organisational capacities that
allow effective technological development, evaluation, adoption and adaptation will help solve
social, economic and environmental challenges, leading to a prosperous and healthy future’.2

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 EVOLUTION OF STRATEGIC HUMAN RESOURCE MANAGEMENT CHAPTER 1 5

Other experts are less sanguine, predicting that between 20 and 60 per cent of all current jobs
are likely to be replaced, or at least seriously modified, due to the FIR. Whichever prediction
is correct, it will be the key responsibility of SHRM professionals to ensure the optimal use of
human resources to meet both organisational and employee needs; and the outcome of the FIR Emerging issue 2
will have significant effects on all SHRM functions; for example, HR planning, work and job New technology
– the Fourth
design, talent attraction and retention, learning and development, performance management, Industrial
rewards, remuneration and career development.These issues are discussed in considerable detail Revolution
throughout this book. work-readiness
(employability)
Work-readiness (or ‘employability’) Perceived gaps
between employers’
The following section considers the last important challenge facing many workplaces and their skills requirements
HR professionals – namely, graduate work-readiness (or ‘employability’), expressed as a perceived and potential
employees’
gap between the skills required by employers and those possessed by vocational and higher competencies and
education graduates (see HRM in practice 1.1). capabilities

HRM in practice 1.1

Are you work-ready yet?
Contrary expectations of employers and vocational and higher education institutions with
respect to the employability or ‘work-readiness’ of their graduates have created significant
concerns for governments, industry and educational institutions. This section illustrates some
of the challenges, causes and possible solutions associated with the identified employability
issues in Australia. Similar challenges are reported in many, if not most, Asia Pacific countries.3
Recent reports suggest that it may take new graduates up to five years to find a full-time
job after completing their TAFE or university programs. Employers are constantly complaining
that they can’t attract graduates with the right combination of technical skills, work
experience and key workplace competencies. An Australian Industry Group 2016 report, as one
example, found that Australian graduates are falling way behind their regional counterparts
on basic literacy and numeracy competencies, apart from more sophisticated workplace Emerging issue 3
skills.4 So, what’s the problem? Why are there such major mismatches between the skills Employability
expectations of governments and industry, and the work-readiness (employability) outcomes of
education systems?

So, what’s the nature of these work-readiness challenges?

In a recent study, most employers agreed that graduates generally possess the appropriate
technical skills, and that many also have strengths in project management, teamwork and
interpersonal communication, verbal skills and information technology competencies. However,
concerns were generally expressed about the soft skills of many graduates. In particular, their
business communication, problem solving, initiative, attitude, work ethic, critical thinking,
resilience, adaptability, innovation and creativity skills; that is, ‘the inability of new employees to
self-regulate...learning how to work, how to pursue a goal’; and ‘being willing to learn and have
a go...showing initiative, being a good cultural fit’.5

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6 HRM IN CONTEXT

What causes them?

A multi-stakeholder model was used to analyse the causes of graduate work-readiness, and
the possible strategies that might be used to address them. Employers were criticised for their
inadequate human resource planning, unclear expectations of graduates, unwillingness to
engage with educational institutions, a lack of investment in potential employees and failure to
provide supportive induction and training programs. Other issues included that some employers
have negative generational stereotypes or biases against young employees.
The education sector is also considered to contribute to these work-readiness challenges
due to the imbalance between theory and practice in many of its programs; its research versus
teaching priorities; the lack of industry experience of many (if not most) of its teaching staff;
and a distinct absence of dedicated on-campus industry engagement professionals. According
to the study, however, graduates themselves also exacerbate the problems. Unrealistic job
expectations, together with difficulties in demonstrating resilience, adaptability and the
willingness to integrate into the new work culture, only widen the increasing mismatch between
graduate skills demand and supply.

How should we address the challenges?

Employers need to provide supportive cultures; focused graduate recruitment processes;
ongoing training and support; targeted mentoring systems; and, most importantly, strong
partnerships between industry and educational institutions. Education sectors also need to
review and revise their programs and learning approaches in order to better address the
challenges, in closer partnerships with associated industry sectors and professional bodies.
These can range from relatively simple program inclusions such as incorporating industry
guest speakers, more focused practical components, integrative and multidisciplinary capstone
units in all programs, and adding work experience criteria for all new lecturers, to broader
imperatives such as rethinking their graduate outcomes, revising work-integrated learning
(WIL) and internship components, and designing ‘incubators for graduate mentoring’ that
combine education institutions, employers and professional associations.

Most, if not all, of these strategies fall into the domain of HR professionals, not only to
initiate and design the programs but also to implement them and to evaluate their contributions
to the organisation in terms of talent attraction, development and retention.6
The following section traces the origins and historical development of the field of study
and the profession, in order to understand its current and future roles and practices.

DEVELOPMENT AND CONCEPTS OF SHRM

Early employee specialists were called personnel managers (or personnel administrators),
and this term is still in use. ‘Personnel management’ refers to a set of functions or activities
(e.g. recruitment, selection, training, salary administration and industrial relations), often
performed effectively but with little relationship between the various activities and overall
organisational objectives.

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 EVOLUTION OF STRATEGIC HUMAN RESOURCE MANAGEMENT CHAPTER 1 7

Personnel management in the United Kingdom and the United States developed earlier
than in Australia and Asia Pacific countries in response to their earlier and more widespread
adoption of mass production work processes. Power-driven equipment and improved production
systems enabled products to be manufactured more cheaply than before.This process also created
many jobs that were monotonous, unhealthy or even hazardous, and led to divisions between
management and a working class. The concentration of workers in factories served to focus public
attention upon conditions of employment and forced workers to act collectively to achieve better
conditions. The humanitarian, cooperative and Marxist theories of the early 1900s highlighted
the potential conflicts between employee and employer interests in modern industry – situations
that laid the foundations for the growth of trade unionism and industrial relations systems.
Governments in both the United Kingdom and the United States became involved in
these issues and passed series of laws to regulate the hours of work for women and children,
establish minimum wages for male labour and regulations to protect workers from unhealthy or
hazardous working conditions. Australian governments, both state and federal, gradually began
to follow suit from the early 1900s, although Australia and New Zealand adopted systems based
on conciliation and arbitration rather than mandated conditions (see Chapter 3).
During this period, management theorists in the United States and United Kingdom began
to examine the nature of work and work systems, and to develop models based upon emerging
psychological and sociological research. The ways in which these theories have developed
and have been applied, by both general management and HR professionals, reflect changing
attitudes to jobs, work processes and organisational structures.The Classical School (or ‘Scientific
Management’, founded by Frederick Taylor, and best exemplified by Henry Ford in his vehicle
manufacturing plants) puts emphasis on the job itself and the efficient adaptation of workers
to work processes. The Behavioural School (e.g. Elton Mayo’s Hawthorne Studies) focuses
on workers, and the satisfaction of their needs to achieve greater organisational productivity.
Subsequent management theories (e.g. systems theory, contingency approaches) attempt to
build on earlier ideas to benefit both employees and their organisations.
Contingency, Excellence and Total Quality Management (TQM) theorists have applied
these ideas to particular industries and organisations, or to different economic and social
situations. The relevance of these theories to SHRM is twofold. First, personnel management
has historically developed into SHRM by incorporating management theories (notably strategic
management); second, a sound knowledge of these theories can assist HR professionals to more
effectively adapt their practices to organisational requirements and realities.

Stages in the development of SHRM

SHRM in Australia and the Asia Pacific region7 has progressed along similar lines to its
counterparts in the United States and United Kingdom, but with differences in the stages
of development and in the relative influence of social, economic, political and industrial
relations factors. The two main features of the United States’ development of SHRM are

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8 HRM IN CONTEXT

its initial emphasis on largely administrative activities, directed by senior management, and
then the move to a more confident, business-oriented and professional approach in the 1980s
and 1990s. Similar processes occurred in the United Kingdom, with emphasis on the welfare
roles of personnel practitioners because of the excesses of early capitalist industry, a strong
humanitarian movement and developing trade unionism. In Asian countries, there has been a
blend of administrative, paternalistic and cooperative, and business-focused SHRM that varies
between countries depending on their cultures, stages of development, extent of government
intervention in the economy, and industrial relations systems.
In Australia, HRM has developed through the following stages:
• Stage one (1900–1940s): welfare and administration.
• Stage two (1940s–mid-1970s): welfare, administration, staffing and training – personnel
management and industrial relations.
strategic • Stage three (mid-1970s–late 1990s): HRM and strategic human resource management
human resource (SHRM).
management
(SHRM) • Stage four (2000 onwards): SHRM into the future.
A coordinated We now describe some of the major features of each developmental stage.
and integrated
approach to HRM
which ensures that Stage one (1900–1940s): welfare and administration
HRM strategies
and processes are During this period, personnel functions were performed by supervisors, line managers and early
aligned with broad specialists (e.g. recruitment officers, trainers, welfare officers) long before the establishment of
organisational
goals and
a national association representing a profession of personnel or SHRM.The early management
strategies theorists contributed ideas that would later be incorporated into personnel management theory
and practice.Through job design, structured reward systems and ‘scientific’ selection techniques,
Scientific Management helped to refine personnel management practice in the recruitment
and placement of skilled employees. Behavioural Science (or Industrial Psychology) added
psychological testing and motivational systems, while Management Science contributed to the
development of performance management programs.
Prior to World War II, personnel management functions were largely fragmented, and often
conducted by line managers as part of their overall management responsibilities.
Functions during this period were mainly restricted to administrative areas (e.g. wage/salary
records, minor disciplinary procedures and employee welfare activities). In 1927, A. H. Martin
established the Australian Institute of Industrial Psychology at Sydney University to promote
the ideas of behavioural scientists and industrial psychologists in Australia.

Stage two (1940s–mid-1970s): welfare, administration,

staffing and training
This second stage marked the beginning of a specialist and more professional approach to
personnel management in Australia. World War II had significant repercussions for both those
who went overseas and those who stayed behind, and particularly for business, the economy
and the labour market.

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 EVOLUTION OF STRATEGIC HUMAN RESOURCE MANAGEMENT CHAPTER 1 9

During World War II, not only was there a scarcity of labour for essential industries
such as munitions and food, but there was also a corresponding increase in the problems
and performance of existing employees, especially women with children. When the war
ended, returning soldiers, often with few work skills, flooded the labour market. Therefore,
employers – spurred on by government initiatives and their own postwar requirements for
skilled employees in a developing economy – began to focus on the importance of a wider
range of personnel functions.
Increased provision of welfare services for employees was seen by some employers as a
means of attracting and retaining employees and ensuring their continued productivity. The
Commonwealth Department of Labour and National Service established an Industrial Welfare
Division in the 1940s to promote the welfare function, offering emergency training courses to
equip practitioners with the necessary skills.These activities were supported by the new human
relations theories that were filtering into Australia from the United States.
In addition, Scientific Management, the Quantitative School and Behavioural Science,
contributed employee and management assessment and development techniques such
as productivity measures, management planning and control mechanisms (e.g. Drucker,
McGregor, Chandler), psychological testing and applications of the emerging employee
motivation theories (e.g. Maslow, Herzberg, McGregor).8 Many more organisations began to
employ specialists to conduct recruitment, training and welfare activities, taking these functions
away from line managers.
In 1943, the first personnel officer was appointed to the St Mary’s Munitions Filling
Factory in New South Wales, and in the same year a Personnel and Industrial Welfare Officers’
Association was established in both Victoria and New South Wales. These state associations
combined to form the national Personnel Officers’ Association in 1949, renamed the Institute
of Personnel Management Australia (IPMA) in 1954.9 Sydney Technical College and the
University of Melbourne developed personnel management courses, and later business
schools with personnel management strands were established in most Australian states during
the 1950s.
This stage was characterised by the expansion of necessary personnel functions for the
postwar Australian economy (welfare, recruitment, selection, training); a gradual move from
specialist to more general approaches; the adoption of management theories, including Scientific
Management, Behavioural Science and Human Relations; and the emergence of professional
associations and courses. The resurgence of unionism during these decades cannot, of course,
be overlooked. Unions in a buoyant economy focused on issues of pay and work conditions,
forcing further expansion of personnel activities to include industrial relations considerations.
The complex industrial relations structure at the national level was originally established by the
Commonwealth Conciliation and Arbitration Act 1904, with similar developments at each of the
state levels. They were further developed during the postwar period (see Chapter 3).
While the range of functions performed by the growing number of personnel specialists
expanded greatly during this period, they were often conducted in isolation from one another

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10 HRM IN CONTEXT

and generally without any consideration of their impact on overall organisational effectiveness.
Personnel management activities were largely separated from those concerned with industrial
relations, and a clear professional philosophy did not exist.

Stage three (mid-1970s–late 1990s): HRM and SHRM

During the 1970s, most Australian organisations found themselves in turbulent business and
economic environments, with severe competition from organisations in Europe and the
United States, and emerging Asian markets. The influences of the excellence (e.g. Peters and
Waterman)10 and quality movements were beginning to affect the management of employees,
together with increasing cost–benefit pressures. Prior to the importation of such quality
management theories and practices, organisational work systems in Australia were often ad hoc
or not well integrated, and it was their applications that led to the important concepts of ‘best
practice’ and ‘continuous improvement’, which are the foundations of management practice in
most contemporary organisations.
Personnel management was becoming HRM and eventually SHRM, representing a change
towards the integration of personnel functions, strategically focused on overall organisational
effectiveness. Significantly, the use of the term ‘human resource management’ was first noted
in Australia in these years,11 reflected in the formation of the Australian Human Resources
Institute (AHRI) to replace the IPMA.12 This evolution was enhanced by industrial relations
changes, including award restructuring and enterprise agreements, increasing employment
legislation, and economic realities such as declining trade with the United Kingdom and
Europe and increasing opportunities in the Asia Pacific region. Table 1.1 illustrates the essential
differences between personnel management and SHRM.
TABLE 1.1 Differences between personnel management and SHRM

PERSONNEL MANAGEMENT SHRM

Time and planning Short term, reactive, ad hoc, marginal Long term, proactive,
perspective strategic, integrated

Psychological contract Compliance Commitment

Control systems External controls Self-control

Employee relations Pluralist, collective, low trust Unitarist, individual, high trust
perspective

Preferred structure/ Bureaucratic/mechanistic, centralised, Organic, devolved, flexible

system formal/defined roles roles

Roles Specialised/professional Largely integrated into line

management

Evaluation criteria Cost minimisation Maximum utilisation (human

asset accounting)

Source: Adapted from Anon. (1987), Human resource and industrial relations, Journal of Management Studies, 24 May, p. 507.

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Another random document with
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Josephine kääntyi ympäri ja koettaen välttää Lattimeria, juoksi toista
hevosta kohti, mutta se nousi takajaloilleen ja koetti puraista häntä.
Ennenkuin hän ennätti kääntyä toisaalle olivat Lattimerin kädet
hänen hartioillaan ja hänen kasvonsa aivan lähellä hänen omiaan.
Hän piti häntä niin lujasti sylissään, että hän luuli musertuvansa.
Josephine huusi kimeästi ja Lattimer laski hänet irti ja astuen pari
askelta taaksepäin jäi katsomaan häntä huvitettu hymy huulillaan.

"Luulenpa, että tulet kanssani, Jo", sanoi hän kevyen

tuttavallisesti. "Sinä et ole niin tyhmä, että kuvittelisit minun laskevan
sinut käsistäni, kun kerran olin saanut sinut. Ben Whitmanin olisi
pitänyt tietää se — senkin hölmö!"

"Te tapoitte hänet sen — sen vuoksi?" kysyi Josephine. "Ben tunsi
teidät, hän tiesi, että ette aikonut viedä minua Laskariin.

"Benille se oli selvä asia", hymyili hän.

Lattimerin vastaus ja hänen silmiensä palo vahvistivat ilmeisesti

Whitmanin syytöstä, että Lattimer aikoi viedä hänet johonkin
salaperäiseen paikkaan, jota kutsuttiin Panya Cacheksi.

Josephinen valtasi sellainen heikkous ja määrätön suru

ajatellessaan hulluuttaan, että hän vapisi. Hän painoi kasvonsa
käsiinsä, ja itki katkerasti, Lattimerin seisoessa hänen edessään,
katsellen häntä.

Josephine hämmästyi kun hänen kyynelvirtansa loppui ja hänet

sen sijaan valtasi kylmä raivo. Hän ei voinut selittää sitä ilmiötä eikä
hän sitä koettanutkaan. Hän tunsi vain äkkiä, että hän aikoi
urhoollisesti kestää itsepäisyytensä seuraukset. Hän poisti kädet
silmiltään ja katsoi uhmaavasti Lattimeriin.

"Entä, jos kieltäydyn lähtemästä, Lattimer?"

"Siinä tapauksessa kannan sinut täältä", sanoi hän. "Sinähän näyt

tulevan jo järkiisi. Se on viisaasti tehty. Näes, kun minä haluan
jotakin, niin käytän aina suorasukaisimpia keinoja saavuttaakseni
sen. Olen halunnut sinua siitä päivästä alkaen kun kuulin, että
Brannon oli mielistynyt sinuun!

"Sydämessäni on aina ollut jonkinlainen kateus Brannonia

kohtaan. Luulen, että hän on ainoa mies maailmassa, jota koskaan
olen kadehtinut. Hän on todellinen mies, katseltakoon häntä miltä
puolen hyvänsä. Hän on ainoa tapaamistani miehistä, joka saa minut
tuntemaan, että taistelussa hänen kanssaan joutuisin vasta toiselle
sijalle. Se vakaumus on aina kiusannut minua. Mutta sen asian
kieltämisestäkään ei ole mitään hyötyä. Aina kun Brannon aikoo
käyttää asettaan, on parasta kutsua suruvieraat ajoissa. Olisin
tappanut hänet aikoja sitten, ellen olisi pelännyt ottelua hänen
kanssaan.

"Näet siis, että kun en kerran voi ase kädessä saada hänestä
voittoa ja kun vihaan häntä siinä määrin kuin teen, että minun täytyy
käyttää muita keinoja musertaakseni hänet ja saadakseni hänet
harmista vääntelehtimään. Sen vuoksi, että Brannon pitää sinusta —
sen vuoksi vien sinut siis Panya Cacheen. Ja toisena syynä siihen
on se, että minä pidän itse sinusta.

"Sinä olet ollut sangen kovakätinen Brannonia kohtaan, mikäli olen

kuullut. Sinä teit hänestä narrin Denverin edessä ja sinä saatoit
hänet näyttämään mielipuolelta hölmöltä viedessäsi Artwellin hänen
käsistään. Tietänetkö mitään siitä, että samana päivänä kuin lähdit
taloltani, tuotuasi Artwellin sinne, Brannon toi takaisin sen hevosen,
jolla Artwell oli ratsastanut samana yönä, jona hän tappoi
Callahanin? Tietänetkö sitäkään, että hän, tuodessaan tuota
hevosta, tapasi Billyn, saman hevosen, jolla Artwell ratsasti silloin
kun sinä toit hänet tänne, ja että ollessasi minun talossani, pudotit
nenäliinasi samana aamuna ja että Brannon näki sen? Brannon on
jo jonkun aikaa ollut perillä minusta. Hän varoitti minua. Hän tietää
—."

"Artwellko tappoi Callahanin?" Josephineltä oli mennyt pitkä aika,

ennenkuin hän käsitti Lattimerin sanojen hämmästyttävän
merkityksen. Hän seisoi äänettömänä katsoen Lattimerin kasvoja,
joilla kuvastui ilkamoiva ilo. Se todisti Josephinen mielestä, että hän
oli puhunut totta.

"Artwell tappoi Callahanin — ja minä autoin häntä", sanoi

Josephine vihdoin kauhistuneena. "Hän tappoi Callahanin ja minä
luulin, että Brannon oli tehnyt sen. Mitä ihmettä", jatkoi hän sitten,
hämmästyksen ilme kasvoillaan ja ääni vaipuen kuiskaukseksi, "sinä
aamuna, kuin minä toin Artwellin teidän taloonne, sanoitte te, että
Brannon oli väittänyt ampuneensa Callahanin. Jos hän todella sanoi
sen, niin hänen täytyi luulla, että minä olin ampunut Callahanin!"

"Niin hän luulikin" sanoi Lattimer. "Hän luuli niin silloin.

Myöhemmin on hänen täytynyt päästä totuuden perille."

Syvä katumus, jota vielä lisäsi täydellinen avuttomuuden tunne,

valtasi Josephinen. Hän menetti kokonaan itsehillintänsä ja kääntyen
Lattimerista poispäin hän itki taasen kiihkeästi.

Viimeinen paljastus, tullen heti sen jälkeen kuin hän oli päässyt
selvyyteen Lattimerin todellisesta luonteesta, vei kokonaan hänen
voimansa. Hän tunsi Lattimerin lujat käsivarret ympärillään ja taisteli
häntä vastaan, vaikka tiesi sen toivottomaksi. Hän kuuli hänen
puhuttelevan häntä töykeästi ja tunsi, että häntä kannettiin ja sitten
käyden epätoivon vimmalla satulan nuppiin hän tunsi nousevansa
ylöspäin.
 Yhdesneljättä luku.

Musta kiiti alussa tuulena tasangon yli. Sen vauhti hiljeni vähitellen
kun se kierteli muutaman matalan kukkulan juuria, joille alkuvuorista
irtautuneita kallionlohkareita oli vierinyt sen tielle. Se kiipesi
äkkijyrkkää rinnettä taitavasti kuin kissa ja juoksi sitten vuoren
harjannetta pitkän matkaa, syöksyi saccaton-heinää kasvavalle
lakeudelle huimaavaa vauhtia, riensi taasen jyrkkää vuorenkuvetta
ylös ja poikki toisen ruohokentän saman korkean vuorenhuipun
juurella, jolta Josephine edellisenä yönä oli katsellut suureen
laaksoon.

Vuoren juurella Brannon hyppäsi satulasta, heitti ohjakset Mustan

pään yli ja alkoi nousta rinnettä ylös. Oli puolenpäivän aika ja vaikka
hänellä ei ollutkaan mitään keinoa saada tietää tarkalleen millä
tunnilla Ben Whitmania oli ammuttu, päätteli hän, että Benilta oli
mennyt sangen paljon aikaa päästäkseen Lazy L:ään ja että
Lattimerilla siis oli useamman tunnin etumatka.

Ja kuitenkin toivoi Brannon saavuttavansa hänet paljon

aikaisemmin kuin hän ehtisi Panya Cacheen, sillä se sijaitsi
satakunta mailia etelään Lazy L:stä, tie oli paikoitellen vaikea ja
Josephine viivytti suuresti kulkua. Sitäpaitsi ei Lattimer varmaankaan
hätäillyt, arvellen, ettei häntä seurattaisi, sillä hän ei saattanut tietää,
että Cole Meeder, Starin muut miehet ja Brannon olivat käyneet Lazy
L:ssä. Hänen oli myöskin täytynyt otaksua, että hänen kuulansa oli
tappanut Whitmanin, sillä muutoin hän, tietäen, että Whitman oli
selvillä hänen matkasuunnastaan, olisi ottanut tarkemman selon
asiasta. Brannon päätteli myös, että Artwell oli Lattimerin jättäessä
hänet niin lähellä kuolemaa, että Lattimer ei enää arvannut ottaa
häntä lukuun.
 Nousu vuoren huipulle oli pitkä ja vaivalloinen. Brannon pysähtyi
sen vuoksi siihen vähäksi aikaa, antaakseen hevosensa hengähtää
ja kootakseen itse ajatuksiaan. Sitten hän taas nousi satulaan,
laskeutui alla olevaan kuiluun, kulki sen poikki, nousi taas
ruohokentälle ja jatkoi matkaansa sen poikki kaukaista nousua kohti,
joka muodosti suuren laakson äärimmäisen reunan.

Kahdesti ennen oli Brannon ratsastanut Panya Cacheen. Se oli

tapahtunut ennen Satan Lattimerin tuloa suurelle alangolle, kun hän
Bettyn isän määräyksestä oli hävittänyt erään sillä puolikunnalla
toimineen karjavarasjoukon. Varasjoukko oli harjoittanut ammattiaan
Panya Cachen pohjoispuolella ja kahdesti oli Brannonin täytynyt
käydä yhtymäpaikassa ennenkuin hän oli saanut varasjoukon
kytketyksi. Tässä hommassa olivat koko seudun karjamiehet auliisti
häntä auttaneet ja moni ulkopuolinenkin, joka rosvojen vuoksi oli
saanut kärsiä, oli siinä mukana.

Brannon tunsi siis tien varsin hyvin. Siitäkin huolimatta olisi hänellä
ollut sangen helppo seurata Lattimeria ja Josephineä, sillä heidän
jälkensä näkyivät selvästi matkan pehmeillä osilla.

Kahden hevosen jäljet näkyivät selvästi ja se ilmaisi, että Lattimer

ei kantanut Josephineä.

Brannon ratsasti nopeasti, mutta varovasti. Säästämällä Mustan

voimia, saattoi hän miltei tavoittaa Lattimerin sen päivän kuluessa ja
tehdä lopullisen hyökkäyksen vasta illan tullen. Sillä vaikka Lattimer
epäilisikin, että häntä seurattaisiin, täytyi hänen kuitenkin pimeän
tultua antaa Josephinen levätä. Muussa tapauksessa oli hänen
kannettava häntä ja se koituisi hänelle varmaankin kohtalokkaaksi
mitä matkan joutumiseen tuli.
 Brannon otti aikaansa takaisin päästyään laaksosta. Monta mailia
lensi hän tuulena heinää kasvavaa, kaunista tasankoa pitkin ja
tultuaan sen reunaan pysähtyi hän etsimään jälkiä. Löydettyään ne
pakoitti hän Mustan rapautuneeseen kuivaan joen uomaan, jonka
toisella puolella kohosi terävä harjanne.

Tuntia myöhemmin oli hänen taas kiivettävä jyrkkä nousu, joka jo

kuului ylängön epäsäännöllisiin rinteisiin ja penkereihin. Vielä tunti,
niin oli hän päässyt korkean vuoren harjalle ja jäi siihen Mustansa
viereen, tähystellen etelään, auringon ollessa melkein hänen
selkänsä takana.

Kaukana, missä harjanne jyrkästi erottautui ympäristöstä, huomasi

hän liikettä. Hän odotti, rautaisen kärsivällisesti, kunnes hän näki
kaksi pientä pistettä hitaasti tulevan näkyviin — kaksi hevosta
ratsastajineen, jotka nousivat nousemistaan, kunnes heidän
ääriviivansa selvästi näkyivät taivaanrantaa vasten.

He eivät olleet enempää kuin kolme mailia Brannonista.

Hän hypähti satulaan, hyväili Mustan hikistä kuvetta ja puhui

tyynen kylmästi sille: "Luulenpa, että he ovat meidän, neekeri"! Sitten
hän lähti ajamaan takaa kaukaisia ratsastajia ja musta hirnahti ja
heitteli päätään ilmeisestä tyytyväisyydestä, aivan kuin olisi ollut
kyseessä jotakin tavallisesta poikkeavaa.

Kahdesneljättä luku.
 Tottumattomana pitkiin ratsastusmatkoihin ja lopen väsyneenä
siitä jännityksestä, minkä matkan vaarat olivat aiheuttaneet, oli
Josephinen pakko jatkaa kulkuaan. Ja ajatellessaan toivotonta
tulevaisuuttaan, itki hän lohduttomasti hevosen laskeutuessa vuoren
syrjännettä heinäiselle tasamaalle.

Hän oli menettänyt viimeisetkin rippeet rohkeuttaan. Pitkän,

väsyttävän matkansa aikana oli häntä kannustanut salainen toivo,
että joku — Brannon tai Betty tai kuka hyvänsä huomaisi hänen
katoamisensa ja kiiruhtaisi hänen avukseen. Hän tunsi kyllä, ettei
hän ansainnut Brannonin tai Bettyn puolelta sääliä eikä
huolenpitoapa hän tiesi, ettei heillä ollut mitään mahdollisuutta tietää
mitä hänelle oli tapahtunut sen vuoksi, että hän oli ollut niin
salaperäinen. Mutta hän oli sittenkin toivonut — tähän saakka.

Hänestä tuntui nyt kuin olisi hän joutunut autiuden

keskipisteeseen, josta ei enää pelastusta voinut olla.

Etäisyyksien kaikkinielevässä kuilussa, joka hänen eteensä

avautui, ei näkynyt mitään merkkejä elämästä. Ei mitään muuta kuin
vuoria ja laaksoja, tasankoja ja ääretöntä hiljaisuutta sekä taivas,
joka teki hänestä pilkkaa korkeassa kirkkaudessaan. Taivaan
rannalla häämöttävien, synkkien vuoristojen jäykät piirteet
kauhistuttivat häntä — ne näyttivät tietävän hänen vaaranalaisen
tilansa ja pysyivät siitä huolimatta niin kylmän välinpitämättöminä.

Kaikki, minkä hän näki, teki häneen sen vaikutuksen. Ei mikään

estänyt heidän etenemistään. Mikä tapaturma hyvänsä olisi
Josephinesta ollut tervetullut, kun se vaan olisi viivyttänyt matkaa.
Hän olisi tarttunut siihen kuin hukkuva oljenkorteen. Hän uskoi, että
hän olisi siunannut sitä kallionlohkaretta, joka olisi aiheuttanut jonkun
hevosen jalan katkeamisen.
 Mutta mitään ei tapahtunut. He eivät olleet ratsastaneet nopeasti,
mutta he olivat olleet koko ajan liikkeessä ja hän tiesi, että se paikka,
jossa Ben Whitman oli ammuttu, oli jo monen mailin takana.

Lattimer ei puhunut monta sanaa. Kun Josephine oli tointunut

tainnostilastaan kohta sen jälkeen kun Lattimer oli nostanut hänet
satulaan, huomasi hän että Lattimer talutti hänen hevostaan ja että
hänen jalkansa olivat sidotut jalustimiin. Myöhemmin, heidän
kuljettuaan jo monta mailia, irroitti Lattimer hänen jalkansa hymyillen
merkitsevästi, sillä hän oli nyt varma siitä, ettei Josephine enää
yrittäisi yksin palata kulkemaansa tietä.

Sen jälkeen ohjasi Josephine itse hevostaan.

Ja nyt, kun hän johti hevostaan rinnettä alas, kuoli hänen toivonsa
kokonaan ja hän puhkesi itkuun. Lattimer ratsasti hänen luokseen ja
pani toisen kätensä hänen olkapäälleen.

"Väsynyt, vai?" sanoi hän.

Josephine ei oikein tiennyt, pilkkasiko hän häntä tahallaan vai eikö

hän ymmärtänyt mitään. Mutta hän ei siitä välittänytkään. Hän ei
enää välittänyt mitä hänelle tapahtui. Eikä hän siis vastustanut
vähääkään, kun Lattimer nosti hänet satulasta, sanoen hänelle
matalalla äänellä, että heidän tuli levätä vähän aikaa. Kun Lattimer
jätti hänet huolehtiakseen hevosista, istahti Josephine nääntyneenä
jaloissaan olevaan heinään ja katseli tylsänä ympäristöään.

Heinäinen kenttä oli aivan pieni. Hänen oikealla ja vasemmalla

puolellaan oli vuosituhansien hiekkamyrskyjen kuluttamia ja
kiillottamia laavakenttiä. Hänen takanaan oli se harjanne, jonka yli he
juuri olivat tulleet ja muutaman sadan jalan päässä hänen edessään
kohosivat syvän kuilun rikkinäiset seinämät ja sen pohjalla syvä
hiekka elottomana ja sileänä. Ja sen takana oli autio erämaa.

Kuinka kauan hän siinä oli istunut ja taistellut epätoivonsa kanssa,

sitä hän ei tiennyt. Mutta arvatenkaan ei kovin kauan, sillä kun hän
taas katsahti Lattimeriin, ei tämä ollutkaan riisunut satulaa hevosilta,
vaikka hän oli ollut niissä puuhissa silloin kun Josephine oli
kääntynyt katselemaan ympäristöään.

Hän näki Lattimerin hätkähtävän ja kuuli hänen huudahtavan

jotakin. Seuratessaan silmillään Lattimerin katseen suuntaa näki
Josephine ratsumiehen tulevan esille kuilun eteläpuolella ja
ratsastavan nopeasti heitä kohden.

Se oli Denver. Hän oli ilmestynyt kuin näky. Mutta Josephine tiesi,
että hän olisi saattanut ratsastaa heitä kohti tuntikausia heidän
tietämättään mitään hänestä. Sillä se, joka tahtoi kulkea salassa,
saattoi menestyksellä käyttää hyväkseen niitä kukkuloita, laaksoja,
kallioita ja syvänteitä, joita seutu oli täynnään. Ja hän tiesi myös, että
Denver ei olisi näyttäytynyt jos hän vain oli huomannut heidät,
ennenkuin hän oli varma heidän henkilöllisyydestään. Se kuului
miehen luonteenominaisuuksiin.

Lattimer tervehti Denveriä iloisesti, mutta tämä ei vastannut

samalla tavalla. Kun hän saapui heidän luokseen pysäytti hän
hevosensa parin jalan päähän Lattimerista ja silmät kiihkosta palaen
ja kasvot julman näköisenä kysyi hän käheästi: "Kuka seuraa sinun
jälkiäsi, Lattimer?"

Josephine näki Lattimerin kalpenevan. Oli selvä, että hänen

mielessään oli väikkynyt ajatus takaa-ajon mahdollisuudesta, sillä
sen sijaan, että hän olisi vastannut Denverin kysymykseen, juoksi
hän harjanteelle, jonka yli he juuri olivat ratsastaneet, heittäytyi
vatsalleen ja tähysteli harjanteen toiselle puolelle. Hän viipyi siinä
vain silmänräpäyksen, sitten hän juoksi takaisin hevosensa selässä
istuvan Denverin luo.

"Brannon!"

Hänen huudahduksessaan oli pelkoa ja pelko kuvastui selvästi

hänen kasvoissaankin. Denverin kasvot kalpenivat myös, huolimatta
ruskettumasta ja tomusta.

"Nyt on helvetti tulessa!" huudahti Denver. "Meidän kohtalomme

ratkaistaan nyt."

Kuullessaan Brannonin nimen oli Josephine noussut pystyyn. Hän

tunsi verensä liikehtivän rajusti ja hänen henkeään salpasi rajaton
kiitollisuus.

"Brannon", kuuli hän itsensä sanovan äänellä, jota hän ei tuntenut,

ja välittämättä Lattimerin huudoista ja Denverin karkeista kirouksista
hän lähti juoksemaan harjannetta kohti, unehuttaen kaiken muun,
paitsi sen, että Brannon oli tulossa, että pelastus oli lähellä.

Hän pääsi ainoastaan muutaman askeleen kun hän tunsi

Lattimerin lujat kädet ympärillään. Hänen jalkansa nousivat maasta
ja hän tunsi kuinka hänet kannettiin harjanteelta pois kohti sitä
uomaa, jonka kautta Denver oli tullut.

Josephine koetti huutaa, mutta ääni tukehtui, kun Lattimer painoi

hänen suunsa olkaansa vasten. Josephinesta tuntui kuin olisi
kulunut vain silmänräpäys siitä hetkestä, kun hän lähti juoksemaan,
siihen kun hänet asetettiin seisomaan toiseen päähän uomaa.
 Denver oli siellä jo. Josephine näki hänen ratsastavan sinne, pois
harjanteen näkyvistä, näki hänen taluttavan hevostaan alanteeseen
ja kiertävän ohjakset erään kallionlohkareen ympäri. Sitten Denver
veti rihlansa kotelosta satulavyössä, juoksi alanteen toiselle reunalle
ja alkoi kiivetä ylöspäin. Hän pääsi huipulle, heittäytyi erään kiven
taakse pitkälleen ja pisti pyssyn piipun kallion reunalla kasvavan
pensaikon läpi.

Josephine oli nähnyt Lattimerin ja Denverin vaihtavan merkitsevän

silmäyksen keskenään, kun Denver lähti kiipeemään rinnettä ylös ja
hän käsitti, että he olivat sopineet jostakin menettelytavasta, joka ei
luvannut hyvää Brannonille.

Hän katsoi Lattimeriin ja näki hänen huulillaan vastenmielisen,

pirullisen hymyn. Josephine yhdisti hänen käytöksensä niihin
uhkaaviin valmistuksiin, joita juuri puuhailtiin hänen silmiensä
edessä.

"Mitä!" huudahti hän kauhistuneena, "ettehän vain aio ampua

Brannonia!"

"Denver kaataa hänet samassa silmänräpäyksessä, kun hän tulee

näkyviin harjanteen takaa", sanoi Lattimer.

Lattimer koetti vetää Josephineä lähemmä ja tuntiessaan, ettei

hän vastustanut, yritti hän muuttaa otettaan. Silloin Josephine äkkiä
väänsi ruumistaan ja rimpuilemalla ja kääntelemällä itseään sai
kätensä Lattimerin rintaa vasten. Lattimerin toinen käsi menetti
otteensa Josephinen epätoivoisen rynnistyksen vuoksi, hän koetti
uudistaa sitä ja menetti hetkiseksi tasapainonsa. Josephinen
lihakset, jotka toimivat yhdenmukaisesti hänen raivoisain ajatustensa
kanssa, käyttivät heti tilaisuutta hyväkseen. Hän löi Lattimeriä
nyrkeillään niin rajusti, että tämä putosi kömpelösti polviensa ja
käsivarsiensa varaan.

Kiroten heittäytyi hän uudelleen Josephinen kimppuun, mutta

hänen sormensa sulkeutuivat liian myöhään yrittäessään tavoittaa
häntä hameesta hänen paetessaan.

Kahdesti kompastui Josephine paetessaan syvässä hiekassa ja

päästessään ruohokentän toiseen reunaan kaatui hän. Mutta hän
nousi taas jaloilleen ja juoksi eteenpäin harjannetta kohti odottaen
joka hetki tuntevansa ruumiissaan Denverin kuolettavan luodin tai
kurkullaan Lattimerin raa'an otteen.

Mutta kumpaakaan ei tapahtunut. Hän pääsi harjanteen juurelle,

kiipesi ylös käyttäen apunaan vahvaa ruohoa, joka kasvoi rinteen
jyrkimmällä kohdalla ja ryömiessään polvillaan, kaaduttuaan vielä
kerran, loukkasi hän jalkansa terävään kallioon. Mutta vihdoin
onnistui hänen päästä harjanteen korkeimmalle kohdalle ja jääden
seisomaan siihen, jottei tukehtuisi, näki hän Brannonin ainoastaan
parin sadan jalan päässä ratsastavan tulista laukkaa häntä kohti.

Kolmasneljättä luku.

Hetkisen seisoessaan harjanteen huipulla ajatteli hän juosta

Brannonia vastaan, kertoa hänelle, että Lattimer ja Denver väijyivät
häntä harjanteen takana ja pyytää Brannonia ottamaan hänet
hevosensa selkään. Mutta hän ei noudattanut ensimmäistä
mielijohdettaan, sillä paluutien vaarat väikkyivät eloisina hänen
sielussaan — kapeat tien käänteet, joissa hevosen oli astuttava
äärimmäisen varovasti ja joissa jokaisella askeleella uhkasi hirvittävä
syöksy äkkijyrkänteen syvyyksiin — ja hän tiesi, että Lattimer ja
Denver ajaisivat heitä takaa ja odottaisivat vain sopivaa tilaisuutta
ampuakseen Brannonin pitemmältä matkalta.

Josephine hylkäsi ajatuksen kokonaan ja astui hitaasti Brannonia

kohti jyrkänteen vastakkaista puolta. Hänen täytyi jollakin keinoin
pelastaa Brannon.

Ei ollut muuta kuin yksi keino ja sitä hänen täytyi käyttää. Brannon
oli ollut hänen ystävänsä koko ajan, koettaen turhaan näyttää
hänelle kuinka mielettömät hänen puuhansa olivat ja hän oli
käyttänyt oveluutta, jotta Josephine ei olisi loukkaantunut. Josephine
ei senvuoksi saattanut uhrata Brannonia edes siten pelastuakseen
itse uhkaavasta häpeästä. Koettaen vaientaa sisässään riehuvaa
myrskyä ja epätoivoisesti pyrkien tyyneksi, jotta ei Brannon epäilisi
häntä, onnistui hänen hymyillä hänelle Mustan pysähtyessä hänen
eteensä ja Brannonin hypähtäessä satulasta.

Josephine näki, että Brannonin ilme oli jäykkä ja vaikka hän

ilmeisesti silmillään koetti etsiä vastausta kysymykseen, mitä
Josephinelle oli tapahtunut, pysyi hän sittenkin kylmänä ja kovana
sekä katsahti ehtimiseen epäluuloisena ja varovaisena ympärilleen.

"Te teette nykyään pitkiä ratsastusmatkoja", sanoi hän jäätävän

pilkallisesti.

"Niinkö arvelette", vastasi Josephine tyynesti.

Hän tunsi häpeän piston sydämessään, kun Brannon katsoi

häneen terävästi. Hän tiesi, että Brannonin järjen täytyi turhaan
hakea selvitystä hänen huolettomaan käyttäytymiseensä.
 "Kuulkaahan" sanoi Brannon lyhyesti, "mikä teillä on tarkoituksena
oikeittain? Ben Whitman kertoi meille, että Lattimer vie teitä väkisin
mukanaan!"

Vaikka Josephinen sydän hypähti ilosta kuullessaan, että Ben

Whitman vielä eli, voitti hän mielenliikutuksensa ja naurahti kevyesti.

"Eikö Ben sitten kuollutkaan!" sanoi hän. "Hän seurasi meidän

jälkiämme suurelle penkereelle asti. Hän näytti olevan sitä mieltä,
että minä olin tekemässä jotakin, joka ei ollut oikein. Hän kävi
riitaiseksi, joten Lattimerin täytyi ampua hänet."

Brannonin silmät olivat ilmeettömät. Mutta ne näyttivät

tunkeutuvan syvälle ja lävistävän Josephinen sellaisella voimalla,
että ne ilmeisesti näkivät mitä hän ajatteli.

"Oli sitä mieltä, että te teitte väärin!" kertasi Brannon. "Mitä sillä
tarkoitatte?"

"Mitä te sitten tarkoitatte", vastasi Josephine hymyillen. "Minun

ystäväni näkyvät erehtyvän siinä, että he luulevat, etten minä pystyisi
itse päättämään, kenen tahdon miehekseni. Onko se se, joka on
saanut teidät lähtemään jälkeeni — pelko siitä, että Lattimer vie
minua väkisin mukanaan?"

"Niin ajattelin", vastasi Brannon väistämättä katsettaan hänestä.

Josephine naurahti kepeästi ja katsoi takaisin yhtä tuikeasti, sillä
ainoastaan siten menettelemällä saattoi hän toivoa pettävänsä
hänet.

"Seurasin Lattimeria omasta tahdostani, Brannon", sanoi hän.

 Brannonin katse kesti yhä. Mutta hetken perästä hänen silmiinsä
tuli ilme, joka hämmensi Josephinen kokonaan.

"No niin", sanoi Brannon näennäisellä välinpitämättömyydellä,

"sehän on asia, joka koskee ainoastaan teitä. Missä Lattimer on?"

Ja nyt, huolimatta epätoivoisesta rohkeudestaan, vapisi

Josephine. Brannon oli siis päättänyt tavata Lattimerin. Josephine oli
toivonut, että Brannon, sittenkuin hän oli sanonut vapaaehtoisesti
lähteneensä Lattimerin matkaan, katsoisi edesvastuunsa loppuvan
siihen ja palaisi samaa tietä kuin oli tullutkin, jättäen hänet oman
onnensa nojaan.

Mutta hän näkikin nyt, että hän oli erehtynyt ja että Brannon ei ollut
niinkään altis jättämään häntä. Josephine tunsi, että Brannonin täytyi
epäillä hänen valehtelevan tai että hänellä oli jotakin sanomista
Lattimerille Whitmanin ampumisen johdosta — vaikka, jos kerran
Whitman eli, niin —.

Josephine oli unohtanut Les Artwellin! Ehkäpä Brannonin

epäluulot olivat kohdistuneet Lattimeriin, niinhän tämä oli itse
kertonut vastikään.

Jos Brannon sen vuoksi aikoi tavata Lattimeriä, niin täytyi hänen
estää se.

Josephine pani kätensä Brannonin olkapäille.

"Brannon", sanoi hän, "Les Artwell tappoi Callahanin."

"Olen tiennyt sen jo jonkin aikaa", sanoi hän kuivasti, katsoen

Josephinea tarkasti silmiin.
 "Miten se on mahdollista?"

"Eikö Lattimer ole kertonut sitä teille?" nauroi Brannon. "Vein

Artwellin hevosen Lazy L:ään samana aamuna kun te pudotitte
nenäliinanne kuistin viereen. Huomaan, että Lattimer on kertonut
teille siitä", sanoi Brannon leveästi korostaen viimeistä sanaansa ja
lisäsi sitten:

"Minulla on hieman puhumista Lattimerin kanssa."

Hän alkoi astua harjannetta kohti. Tietäen, että Brannonia siellä

uhkasi varma kuolema, juoksi Josephine nopeasti hänen luokseen
kietoi käsivartensa hänen käsipuoleensa ja nauroi hermostuneesti
pidättyäkseen huutamasta.

Hän tiesi, että Brannon kaikista estämisistä huolimatta hakisi

Lattimerin käsiinsä. Hänen silmissään oli taas tuo tuttu taipumaton
ilme, katse, joka sai Josephinen vertaamaan sitä mereen, joka
tyynen pintansa alle kätkee valtavaan syvyyden ja voiman.

Hänelle oli ilmeisesti yhdentekevä olivatko Denver ja Lattimer

väijyksissä paasien takana vai ei. Josephine tunsi, että hän menisi
sinne vaikka hän kertoisikin, että he siellä vartoivat Brannonia
pahoissa aikeissa. Ja jos Josephine nyt kertoisi, että hän oli
valehdellut pelastaakseen hänet, ei hän ottaisi vastaan mitään
uhrauksia, vaan taistelisi Brannon taistelunsa loppuun hänen
puolestaan. Josephine tunsi, että Brannon oli tullut juuri sen vuoksi.

Toistensa käsipuolessa käyden olivat he jo saapuneet harjanteen

juurelle. Josephine huomasi, että Brannon tarkasteli häntä
syrjäsilmin miettivän näköisenä, ikäänkuin saadakseen selvää hänen
mielialastaan, joka näytti niin vastakkaiselta hänen entiseen kylmän
ylhäiseen käytökseensä nähden. Mutta hän ei ollut
huomaavinaankaan hänen tarkasteluaan ja kun he lähtivät
kiipeemään rinnettä ylös astui Josephine Brannonin edelle ja sanoi
iloisesti:

"Naiset ensin, Brannon!"

Mutta kun Brannon näin astui hänen jälessään rupesi Josephine

pelkäämään, että hän jäisi liian paljon jälkeen heidän saapuessaan
huipulle. Hän pysähtyi sen vuoksi ja hymyili Brannonille olkansa yli,
sanoen:

"Ottakaa minua kädestä, Brannon."

Siten he vihdoin saapuivat harjanteelle. Josephine pysähtyi

henkäisemään ja seisoi jäykkänä katsoen heinäiselle tantereelle.
Lattimer seisoi samalla paikalla, johon hän oli jäänyt Josephinen
lähtiessä. Denveriä ei Josephine voinut nähdä, mutta hän erotti
selvästi sen pensaan, jonka takaisen kiven suojassa hän väijyi.

Josephine oli saapunut harjanteelle Brannonin edellä ja seisoi nyt

hänen ja Denverin pyssyn suun välillä. Mutta koska Brannonin pää
näytti hänestä olevan tavattoman paljon ylempänä hänen omaansa,
pelkäsi Josephine, että Denver mahdollisesti tähtäisi siihen ja otti
taas Brannonin käsivarren omaansa ja koetti vapaalla kädellään
antaa merkkejä Lattimerille. Hän toivoi, että hänen viittomisensa
aiheuttaisi epävarmuutta Denverissa ja että hän siten ehkä pidättyisi
ampumasta kunnes saisi ohjeita Lattimeriltä.

Josephine näkikin, että Lattimerin huulet liikkuivat ja että hän tosin

hämmästyneen näköisenä ja puoleksi epäillen nosti kätensä
ikäänkuin vastaukseksi hänen viittailuunsa. Silloin Josephine tiesi,
ettei Denver ampuisi.

Ja nyt hän rupesi pelkäämään, että Brannon alkaisi epäillä, jos

hän viivyttelisi. Hän nykäsi sen vuoksi Brannonia kädestä ja sanoi
hieman kiusoitellen:

"Tuletteko?"

Brannon ei vastannut. Käsitysten laskeutuivat he rinnettä alas ja

pääsivät heinää kasvavalle läikälle. Josephinen jalat tuntuivat
lyijynraskailta ja epävarmoilta. Kaikki tunto niistä oli kadonnut. Matka
harjanteelta ruohokentälle näytti hänestä miltei saavuttamattomalta.
Hänen hermonsa olivat äärimmilleen pingoitetut ja sydän sykki
rajusti. Mutta hän ei irroittanut käsivarttaan Brannonista. Koko
matkalla, epätasaisessa maastossa ja syvässä hiekassa, onnistui
hänen pysytellä Brannonin ja Denverin pyssyn suun välissä. Ja kun
hän ja Brannon vihdoin pysähtyivät kolmen jalan päähän Lattimerista
hymyili hän ystävällisesti Lattimerille ja sanoi kuuluvasti:

"Lattimer, olen juuri kertonut Mr Brannonille, että aion lähteä

kanssasi Panya Cacheen, tullakseni siellä vaimoksesi. Ben Whitman
on kertonut Brannonille, että sinä veit minut väkisin mukanasi! Eikö
se ole naurettavaa?"

Lattimer oli katsellut Brannonin ja Josephinen lähestymistä

hämmästyksen ja epäluulon ilme kasvoillaan. Josephinen menettely
oli aiheuttanut hänet otaksumaan, että Josephine jollakin
ihmeellisellä tavalla oli järjestänyt rauhallisen kohtauksen hänen ja
Brannonin kesken ja sen vuoksi oli hän kieltänyt Denveriä
käyttämästä asettaan.
 Se tuntui nyt Lattimerista selvältä ja nopeasti sovittautuen uuteen
tilanteeseen hymyili hän kankean sydämellisesti, vaikka hymyssä
samalla oli hyvä annos pilkallisuutta ja voitonriemua.

"Vai ei Whitman kuollutkaan?" sanoi hän katsoen Brannoniin.

"Ei", vastasi puhuteltu lyhyesti.

"Whitman ei olisi tullutkaan ammutuksi, ellei hän olisi sekaantunut

meidän keskisiin asioihin", sanoi Josephine nopeasti, peljäten, että
Lattimer ennättäisi sanoa jotakin, joka ei sopisi hänen
kertomukseensa Brannonille. "Eikö ole kummallista, että Whitmanilla
oli se käsitys, että sinä veit minut vastoin tahtoani, Lattimer?" Hän
iski silmää Lattimerille.

Kaikki oli onnistunut hyvin. Brannon oli turvassa. Josephinen

uhraus ei ollut turhaan tehty. Hän tiesi nyt, että Denver ei käyttäisi
rihlaansa ja hän halusi vain, että Brannon olisi lähtenyt, joten koko
asia päättyisi siihen.