Aspects of power in organisations Literature review

Aspects of power in organisations - Literature review Example Based on this context, it is evident that the consideration of organisational politics can offer a basis for challenging the existing paradigm (Sparks, Faragher & Cooper 2001, p. 503). This paper seeks to report the existing literature on power in the context of a noteworthy branch of organisation management, human resource management. The rationale of this paper is informed by the need to raise the profile of the politics of power in HRM. Literature Review The fundamental question that informs this literature review concerns what power has to do with HRM. Reading through HRM textbooks, it quickly becomes clear that power as an idea is rarely examined explicitly (Rigg & Trehan 2004, p. 157). Whenever the issue of power is tackled directly, it is mostly as a question of negotiating power between the organisation and its labour force, the responsibility of empowerment, or the power of organisational leaders to execute punishment or rewards (Ali 2012, p. 983). However, indirectly, power can be termed as an interesting topic in the HRM literature since it prompts the question of the status or influence of HRM as a critical function in organisations. In the context of HRM in organisations, power refers to the deliberate influence over the behaviours, emotions and beliefs of the workforce. However, according to Witt, Andrews & Kacmar (2000, p. 343) power is largely ubiquitous since without power (typified through influence) it is impossible to have cooperation and stability within the organisation. However, by and large, the execution of power often results in problems, which typically stem from the visions of people with power, as well as the way they use their power. Observations have been made regarding the growing significance of HRM in organisations in the last few decades. The human resource (HR) department has become the central figure of organisations, and the question of the influence and role of the HR department has come to the forefront (De Leede & Looise 2005, p. 115). Historical accounts have analysed the emergence of power among HR specialists in organisations, there is no empirical work specifically related to the application of power by HR specialists (Harley & Hardy 2004, p. 378). The ideal of organisations where the entire workforce works collaboratively toward a mutually acceptable goal is common in most HRM rhetoric. However, the reality is quite different since although teamwork is often regarded as one of the most significant organisational virtues, the workplace is often shrouded in demerits such as competition, antagonism and conflict. It is within this context that an in-depth appreciation of influence and power proves essential. All organisations are comprised of individuals with diverse tasks, personal interests and careers (Gotsis & Kortezi 2010, p. 499). According to Sparks, Faragher & Cooper (2001, p. 494) in order to be successful in getting things done, HR specialists need to appreciate the importance of their c apacity to exert influence on the organisation’s entire workforce. In the execution of their power, a vast majority of conventional HRM programs have taken on, whether knowingly or unknowingly, managerialist or functionalist perspectives. Managing typically encompasses the exertion of influence through the use of power. In the contemporary