Part AQuestion 2In the article, “Mapping management styles in industrial relations”, John Purcell illustrates two main dimensions of management styles namely, individualism and collectivism. Purcell illustrates that individualism as a management style entails the extent to which the management gives attention to the views and feelings of its employees with the aim of developing, encouraging and enhancing the capacity of its employees in their work performance. In companies whereby the individualistic style of management is practiced, employees are regarded as the most important resource of the company thus the management of the company accentuates on nurturing and developing the talent or skills of each employee.
Most companies that practice the individualistic style of management are characterized by broad welfare provisions, high pay and promotion ladders among many other factors. Moreover, such companies put their paramount efforts in employee recruitments, training, safety, development and pay. On the other hand, Purcell illustrates collectivism as a management style that entails the recognition of the management in regards to the rights of its employees to express their views to the management on matters that affects them.
Companies that exercise collectivism as a style of management recognize the voice of trade unions or other employee unions in determining matters revolving around employee work conditions and pay through collective bargaining. Purcell (1987, pp. 533-548). In his article, Purcell further introduces an interconnection between the individualism and collectivism dimensions of management style. Survey conducted in various firms established that interconnection between the two dimensions of management necessitates a combination of union recognition and commitment towards employee development with the aim of actualizing business policies that promote the competitive advantage of a company.
Peter Boxall in the article, “Human resource strategy and competitive advantage in the service sector” identifies three industries in the United States that their competitive advantage is greatly affected by the Human resource strategy. The clothing manufacturing industries is among the industries identified by Boxall. According to the sentiment echoed by Boxall in this article it evident that the collectivism management style is the mostly likely to be used in the clothing manufacturing industry. It has been proved that in this industry factors revolving around employment models and work systems have proved to enhance the performance of employees.
Unlike other industries which are characterized by rigorous employee recruitments, training systems, better and inclusive employee incentives such as career promotion and employee bonuses, the clothing manufacturing industry is different Purcell (1987, pp. 533-548). In this industry, employee productivity is largely based on a mix of practices revolving around systemic interactions. For instance, a constant investment on human resource practices has over thee years proved to enhance the agility of employee performance. It has been established that the main contingency in the clothing manufacturing industry is competitive strategy.
As a result most employers aim at complementing high investment on physical capital with that of human capital so as to increase productivity. Boxall further notes in his article, that Human resource practices can only be effective when it competitive advantage is sustained through organizational processes and capital. This view further accentuates on Purcell’s theory on interconnection between the individualism and collectivism dimensions of management style. Humana resource practices and operational strategies are geared towards opportunity, motivation and employee performance.
As a result of these practices, employee potential is increased thus improving the performance of the company Boxall (2003, p 5-20).