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Human Resource Management 9th edition Derek
Torrington Digital Instant Download
Author(s): Derek Torrington
ISBN(s): 9780273786634, 0273786636
Edition: 9
File Details: PDF, 27.55 MB
Year: 2014
Language: english
If you only buy one HR textbook, make it Torrington’s.

HUMAN RESOURCE
He is clear, precise and highly readable, as a generation of students will happily attest.
Ninth ‘The ultimate HR bookshelf ’, People Management Magazine, 26 May 2013
EDition
MANAGEMENT Ninth EDition
Derek Torrington • Laura Hall HUMAN
RESOURCE
Stephen Taylor • Carol Atkinson

MANAGEMENT
HUMAN RESOURCE
For three decades, this text has been the leading introduction to HRM for students at all levels,

MANAGEMENT
including those on CIPD-accredited courses. Comprehensively covering all major areas of the field, it
is renowned for its readable and engaging style. This thoroughly updated ninth edition is specifically
designed to be relevant to the issues and debates facing HRM today. Its key features include:

●● ‘Theory into Practice’ case studies that contextualise theory through discussions of HR issues
in such organisations as Rolls Royce, McDonald’s and the BBC World Service.
●● A new, consolidated structure and design that ensure the book is as direct and relevant as Derek Torrington • Laura Hall
possible.
●● Activity and discussion boxes integrated into the text to help encourage deeper thinking and
Stephen Taylor • Carol Atkinson
understanding of each chapter.
●● Skills content to help you develop the specific employability characteristics that will set you Ninth EDition
apart as an HR practitioner.

Derek Torrington is Emeritus Professor of Management, University of Manchester.

Laura Hall has been a senior lecturer at Manchester Metropolitan University and a national
examiner for the CIPD. She is now a freelance academic carrying out work for a range of bodies
including the CIPD.
Stephen Taylor is a senior lecturer in HRM at the University of Exeter Business School, and a Chief
Examiner for the CIPD.
Carol Atkinson is Professor of HRM, and Director of the Centre for People and Performance, at

Torrington • Hall
Manchester Metropolitan University Business School, and a member of the CIPD Manchester

Taylor • Atkinson
Branch Committee.

www.pearson-books.com

Cover: (front and back) © Michael Blann, Stone,

(spine) ©Trevor Clifford, Pearson Education Ltd.

CVR_TORR6634_09_SE_CVR.indd 1 21/01/2014 11:30

Human Resource Management

A01_TORR6634_09_SE_FM.indd 1 1/15/14 9:41 AM

A01_TORR6634_09_SE_FM.indd 2 1/15/14 9:41 AM
Human
ResouRce
management
DEREK TORRINGTON • LAURA HALL
STEPHEN TAYLOR • CAROL ATKINSON

nIntH eDItIon

A01_TORR6634_09_SE_FM.indd 3 1/15/14 9:41 AM

Pearson Education Limited
Edinburgh Gate
Harlow CM20 2JE
United Kingdom
Tel: +44 (0)1279 623623
Web: www.pearson.com/uk

First published in Great Britain under the Prentice Hall Europe imprint in 1987 (print)
Second edition published in 1991 (print)
Third edition published 1995 (print)
Fourth edition published 1998 (print)
Fifth edition published 2002 (print)
Sixth edition published 2005 (print)
Seventh edition published 2008 (print)
Eighth edition published 2011 (print)
Ninth edition published 2014 (print and electronic)

© Pearson Education Limited 2011 (print)

The rights of Derek Torrington, Laura Hall, Stephen Taylor and Carol Atkinson to be identified as authors of this
work has been asserted by them in accordance with the Copyright, Designs and Patents Act 1988.

The print publication is protected by copyright. Prior to any prohibited reproduction, storage in a retrieval system,
distribution or transmission in any form or by any means, electronic, mechanical, recording or otherwise,
permission should be obtained from the publisher or, where applicable, a licence permitting restricted copying in
the United Kingdom should be obtained from the Copyright Licensing Agency Ltd, Saffron House, 6–10 Kirby
Street, London EC1N 8TS.

The ePublication is protected by copyright and must not be copied, reproduced, transferred, distributed, leased,
licensed or publicly performed or used in any way except as specifically permitted in writing by the publishers, as
allowed under the terms and conditions under which it was purchased, or as strictly permitted by applicable
copyright law. Any unauthorised distribution or use of this text may be a direct infringement of the author’s and
the publishers’ rights and those responsible may be liable in law accordingly.

All trademarks used herein are the property of their respective owners. The use of any trademark in this text does
not vest in the author or publisher any trademark ownership rights in such trademarks, nor does the use of such
trademarks imply any affiliation with or endorsement of this book by such owners.
Pearson Education is not responsible for the content of third-party internet sites.

ISBN: 978-0-273-78663-4 (print)

978-0-273-78668-9 (PDF)
978-0-273-78664-1 (eText)

British Library Cataloguing-in-Publication Data

A catalogue record for the print edition is available from the British Library

Library of Congress Cataloging-in-Publication Data

A catalog record for the print edition is available from the Library of Congress

10 9 8 7 6 5 4 3 2 1
18 17 16 15

Print edition typeset in 10/12.5pt Sabon MT Std by 35

Print edition printed and bound by L.E.G.O. S.p.A. Italy

NOTE THAT ANY PAGE CROSS REFERENCES REFER TO THE PRINT EDITION

A01_TORR6634_09_SE_FM.indd 4 1/15/14 9:41 AM

Brief contents

Guided tour xiv

Preface xvii
Publisher’s acknowledgements xix

Part 1 Human resource management in changing times 2

1 The nature of human resource management 4
2 The global context for human resource management 24
3 Strategic human resource management 43
4 Workforce planning and metrics 65

Part 2 Resourcing: getting people in the right places to

do the right things 88
5 Organisation design and flexibility 90
6 Recruitment 111
7 Selection methods and decisions 132
8 Engaging and retaining people 153
9 Ending the contract 173

Part 3 Performance: success through individual and

collective achievement 192
10 Employee performance management 194
11 Leadership 214
12 Managing attendance and absence 232

Part 4 Development 252

13 Organisational change and development 254
14 The context of employee learning and development 274
15 Learning and development 294
16 Talent and career development 315

A01_TORR6634_09_SE_FM.indd 5 1/15/14 9:41 AM

Brief contents

Part 5 Employee relations 332

17 Employee voice 334
18 The legal framework of work 350
19 Equal opportunities and diversity 372
20 Grievance and discipline 390

Part 6 Reward: the contract for payment 410

21 Setting pay 412
22 Incentives 432
23 Pensions and benefits 452

Part 7 Contemporary issues 470

24 Ethics and corporate social responsibility 472
25 Managing the human resource function 490
26 Health and well-being 511
27 The international dimension 529

Part 8 Selected human resource skills 550

28 Skills set 1: Face-to-face and other communication skills 552
29 Skills set 2: Skills for analysis and decision making 620

Glossary 645
Index 653

A01_TORR6634_09_SE_FM.indd 6 1/15/14 9:41 AM

Contents

Guided tour xiv Theoretical perspectives of strategic HRM 50

Preface xvii Summary propositions 60
Publisher’s acknowledgements xix General discussion topics 61
Theory into practice 61
Part 1 Human resource Further reading 62
management in changing times 2
Web link 62
1 The nature of human resource References 62
management 4
4 Workforce planning and metrics 65
Defining HRM 6
The contribution and feasibility of
The evolution of modern HRM 10
workforce planning 66
HRM and the achievement of
organisational effectiveness 15 The scope of workforce planning 68

Summary propositions 19 Analysing the environment 70

General discussion topics 20 Forecasting future HR needs 72

Theory into practice 20 Analysing the current situation and
Further reading 21 projecting forward 74

References 22 Reconciliation, decisions and plans 76

Workforce metrics 80
2 The global context for human
Summary propositions 82
resource management 24
General discussion topics 83
Globalisation 25
Theory into practice 83
The causes of globalisation 28
Further reading 84
The impact of globalisation 29
Conclusions 38 Web links 85

Summary propositions 39 References 85

General discussion topics 39

Theory into practice 39
Part 2 Resourcing: getting
people in the right places to
Further reading 41
do the right things 88
References 41
5 Organisation design and flexibility 90
3 Strategic human resource
management 43 Organisation design 91

Strategic HRM 44 Organisation structures 94

The relationship between business strategy Organisational flexibility 97

and HR strategy 46 Employer flexibility 98

vii

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Contents

Employee flexibility (or work–life balance) 103 The impact of staff turnover 159
Summary propositions 106 Analysing staff turnover 160
General discussion topics 107 Engagement and retention strategies 163
Theory into practice 107 Summary propositions 168
Further reading 108 General discussion topics 168
References 108 Theory into practice 169
Further reading 170
6 Recruitment 111
References 171
Determining requirements 112
Rational versus processual approaches to 9 Ending the contract 173
recruitment 116 Unfair dismissal 174
Internal recruitment 118 Constructive dismissal 184
External recruitment 119 Compensation for dismissal 185
Recruitment advertising 121
Wrongful dismissal 187
E-recruitment 123
Notice 187
Evaluation of recruitment activity 126
Summary propositions 188
Summary propositions 127
General discussion topics 188
General discussion topics 127
Theory into practice 189
Theory into practice 128
Further reading 190
Further reading 130
References 190
References 130
Legal cases 191
7 Selection methods and decisions 132
Rational versus processual approaches to Part 3 Performance: success
selection 133 through individual and
Selection criteria 134 collective achievement 192
Shortlisting 135 10 Employee performance
Selection methods 136 management 194
Advanced methods of selection 140 Performance management or performance
Final selection decision making 147 appraisal? 195

Validation of selection procedures 148 Theoretical bases of performance

management 198
Summary propositions 148
Performance management across national
General discussion topics 149
contexts 198
Theory into practice 149
Stages in a performance management
Further reading 150
system 199
References 151
Performance management: does it improve
8 Engaging and retaining people 153 performance? 207

Defining engagement 154 Summary propositions 209

The benefits of employee General discussion topics 210

engagement 157 Theory into practice 210

viii

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Contents

Transformational leadership: do we References 271

really need heroes? 221
14 The context of employee
Followership 226 learning and development 274
Summary propositions 227 The UK national picture and strategy 275
General discussion topics 228 UK skills policy and framework 278
Theory into practice 228 Behavioural competencies 284
Further reading 229 The nature of learning: theories 287
References 230 The nature of learning: learning
from experience 289
12 Managing attendance and
absence 232 Summary propositions 290

The national context 233 General discussion topics 290

The organisational context 235 Theory into practice 291

Process and causes of absence 235 Further reading 292

Managing for attendance 237 References 292

Ongoing contact during absence 243 15 Learning and development 294

Summary propositions 248 Identifying learning and development
General discussion topics 248 needs 295
Theory into practice 249 Methods of learning and development 297
Further reading 249 Evaluation of training and development 309
References 250 Summary propositions 311
General discussion topics 311
Part 4 Development 252 Theory into practice 311

13 Organisational change and Further reading 312

development 254 References 313
The nature of change and the role of
16 Talent and career development 315
planned change 255
What is talent? 316
How can organisations be responsive
to change? 257 Identification of talent 318

Addressing the employee experience Strategic talent and career development 319
of change 259 Developing talent and careers 323

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Contents

How organisations evaluate talent Implications for organisations 383

management 325 Summary propositions 385
Summary propositions 327 General discussion topics 385
General discussion topics 328 Theory into practice 386
Theory into practice 328 Further reading 387
Further reading 329
Web links 387
References 330
References 387

Part 5 Employee relations 332 20 Grievance and discipline 390

The Milgram experiments with
17 Employee voice 334
obedience 391
Terminology 335
What do we mean by discipline? 394
Information sharing 337
What do we mean by grievance? 396
Consultation 341
The framework of organisational justice 397
Co-determination 343
Grievance procedure 401
Summary propositions 345
Disciplinary procedure 403
General discussion topics 345
Are grievance and discipline processes
Theory into practice 346
equitable? 404
Further reading 347
Summary propositions 405
References 348
General discussion topics 406
18 The legal framework of work 350 Theory into practice 406
A regulatory revolution 351 Further reading 408
The contract of employment 352 References 408
Discrimination law 354
Equal pay law 359 Part 6 Reward: the contract
Health and safety law 360 for payment 410
Family-friendly employment law 363 21 Setting pay 412
The National Minimum Wage 364 Introducing reward management 413
Is employment law a benefit or The elements of payment 414
a burden for businesses? 365
Setting base pay 416
Summary propositions 368
The importance of equity 422
General discussion topics 368
International diversity in reward
Theory into practice 369
management 423
Further reading 371
Total reward 425
References 371
Summary propositions 428
Legal cases 371
General discussion topics 428
19 Equal opportunities and diversity 372 Theory into practice 429
How ‘equal’ is the workforce? 373 Further reading 430
Different approaches to equality 376 References 431

A01_TORR6634_09_SE_FM.indd 10 1/15/14 9:41 AM

Contents

22 Incentives 432 25 Managing the human resource

Basic choices 433 function 490

The extent to which incentives are paid 436 Purpose and roles of the HR function 491

PBR schemes 437 Structure of the HR function 493

PRP 438 HR strategic contribution 495

Self-service HR 497
Skills-based pay 443
HR shared services 498
Profit sharing 444
Outsourcing HR 500
Summary propositions 447
The role of line managers in HR 503
General discussion topics 447
Critique of changes in the management
Theory into practice 448 of the HR function 504
Further reading 449 Summary propositions 506
References 450 General discussion topics 507

23 Pensions and benefits 452 Theory into practice 507

Further reading 508
Pensions 454
References 508
Occupational pensions and HRM 460
Sick pay 462 26 Health and well-being 511
Company cars 464 The nature of health and well-being 512
Flexible benefits 465 Health and well-being initiatives 514
Summary propositions 467 Job design 516
General discussion topics 467 The impact of health and well-being
Theory into practice 468 initiatives on individuals and organisations 520
Further reading 468 Criticisms of health and well-being
References 469 initiatives 522
Summary propositions 525
Part 7 Contemporary issues 470 General discussion topics 525
Theory into practice 526
24 Ethics and corporate social
Further reading 526
responsibility 472
Web links 527
The ethical dimension 473
References 527
Early management concern with ethics 475
Renewed interest in business ethics 476 27 The international dimension 529
Ethics and HRM 479 Cultural variations 531
Ethics across national boundaries 480 Institutional variations 534
Some current and developing ethical HRM in international organisations 536
dilemmas 481 Managing expatriates 541
Summary propositions 487 Summary propositions 546
General discussion topics 487 General discussion topics 546
Theory into practice 488 Theory into practice 547
Further reading 488 Further reading 548
References 489 References 548

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Contents

Part 8 Selected human General discussion topics 602

resource skills 550 Theory into practice 602
Further reading 603
28 Skills set 1: Face-to-face and other
References 603
communication skills 552
VIII Report writing 603
I Being good with people 553
Summary propositions 606
Summary propositions 558
Theory into practice 607
General discussion topics 558
Further reading 607
Further reading 559
Reference 607
II The selection interview 559
IX Presentation at tribunal 608
Summary propositions 569
Theory into practice 611
General discussion topics 569
Further reading 612
Theory into practice 569
References 612
Further reading 570
X Dealing with bullying and harassment
Web links 570
at work 612
References 571
Summary propositions 617
III The appraisal interview 571
General discussion topics 617
Summary propositions 579
Theory into practice 618
General discussion topics 579
Further reading 618
Theory into practice 579
References 619
Further reading 580
References 580 29 Skills set 2: Skills for analysis and
IV Coaching 581 decision making 620

Summary propositions 585 XI Using and interpreting statistics 621

General discussion topic 585 XII Job analysis 628
Theory into practice 585 XIII Designing procedures 631
Further reading 586 Summary propositions 634
References 586 Further reading 634
V Presentation 586 XIV Designing questionnaires 635
Summary propositions 590 Further reading 638
General discussion topics 590 XV Using consultants 639
Theory into practice 590 Summary propositions 641
Further reading 591 General discussion topics 641
Reference 591 Theory into practice 642
VI Mediation 591 Further reading 644
Summary propositions 593 Web links 644
General discussion topics 593 Reference 644
Further reading 593
VII The disciplinary or grievance interview 594 Glossary 645
Summary propositions 601 Index 653

xii

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A01_TORR6634_09_SE_FM.indd 13 1/15/14 9:41 AM
Guided tour Chapter
7
Learning Objectives work in conjunction with the SELECTION METHODS
chapter-ending Summary Propositions to quickly show AND DECISIONS
you what you will learn about in the chapter and help you THE OBJECTIVES OF THIS CHAPTER ARE TO:

compare how well you have understood the learning you 1 Explain the importance of viewing selection as a two-way process
2 Examine the development and use of selection criteria
undertake. 3 Evaluate the range of selection methods that are available (interviewing
will be dealt with in detail later (see Part 8 on selected HR skills)) and
consider the criteria for choosing different methods
4 Review approaches to selection decision making
5 Explain how selection procedures can be validated

Window on practice boxes provide you with examples of

real organisational practice, survey results, anecdotes and
quotations and court cases, helping you to build up your
knowledge of real-World practice and prepare you for life
after study.

Chapter 7 Selection methods and decisions

Activity boxes encourage you to regularly review and
WINDOW ON PRACTICE more traditional selection methods such as interviews,
role plays and report writing. Group exercises have,
critically apply your learning, either as an individual or
within a group. These have been developed for both
however, been removed from the process as KPMG
‘Hi-tech’ assessment centres believes that they do not accurately represent how
KPMG has launched what it describes as a ‘hi-tech’ candidates really behave. The interactive technological
experience is designed to generate greater insight into
students with little or no business experience, as well as
assessment centre for graduate recruitment. It contains
a one-hour ‘virtual office’ exercise which is designed to candidate behaviour and reduce the number of
simulate closely the working environment in which candidates who are rejected at a late stage in the
candidates complete an assigned task while dealing selection process.
with emails and telephone calls. This is combined with Source: Summarised from Brockett (2011).
though with more practical knowledge.

ACTIVITY 7.4
Design an assessment centre for the anti-rape detective job as described in Case 7.1 on the
Companion Website www.pearsoned.co.uk/torrington.
Web icons indicate where more information and
EB

support is available on the complementary website

W (www.pearsoned.co.uk/torrington).
Final selection decision making
The selection decision involves measuring the candidates individually against the selec-
tion criteria defined, often in the person or competency specification, and not against
each other. A useful tool to achieve this is the matrix in Table 7.3. This is a good method
of ensuring that every candidate is assessed against each selection criterion and in each
box in the matrix the key details can be completed. The box can be used whether a single
Part 3 Performance: success through individual and collective achievement
selection method was used or multiple methods. If multiple methods were used and
contradictory information is found against any criterion, this can be noted in the deci-
sion-making process. Performance management systems
When more than one selector is involved there is some debate about how to gather and
While many appraisal systems are still in existence and continue to be updated, per-
use the information and about the judgement of each selector. One way is for each selec-
formance management systems are increasingly seen as the way to manage employee
tor to assess the information collected separately, and then for all selectors to meet to
performance. An appraisal/review process is incorporated into this but is distinct from a
discuss assessments. When this approach is used, there may be some very different
traditional appraisal system. We consider the performance appraisal interview later in
Table 7.3 the context of either an appraisal or a performance management system (see Part 8).
Selection criteria Candidate 1 Candidate 2 Candidate 3 Candidate 4 Aguinis and Pierce (2008: 139) provide a useful definition of performance manage-
Criterion a
ment, stating that its essence is:
Criterion b
a continuous process of identifying, measuring, and developing the performance of individuals and teams and
Criterion c
aligning performance with the strategic goals of the organisation.
Criterion d
Criterion e
A strategic approach is thus adopted in which there is an attempt to ensure that employee efforts
General comments
are directed to the achievement of organisational goals. Attention is paid to both task and
contextual performance. Contextual performance is often addressed via the use of com-
147 petencies (Fletcher 2001) so that how something is achieved is as important as the results
themselves. In this way, organisations seek to ensure long-term sustainable performance rather
than quick wins which may damage ongoing business relationships. Employee development
also becomes recognised as a key element of performance management and the emphasis
is on an ongoing cycle of performance development. The system is line manager driven.
Many organisations now claim to operate performance management systems. CIPD (2005)
reports that 87% of the organisations it surveyed operated a formal process to measure
and manage performance. Of these 37% were new systems, demonstrating the increasing
focus on the issue of performance. Originally a private-sector phenomenon, performance
management has now spread to the public sector in many countries (Tuytens and Devos
2012; Decramer et al. 2012) in support of neo-liberal agendas which seek to operate sectors
such as health and education using business principles. It is also a global phenomenon.
Aguinis and Pierce (2008), for example, suggest that over 90% of the multinational com-
panies surveyed across fifteen countries implemented a performance management system
and that this figure also reflects practice in Australian companies. Emerging economies, such
as India (Gupta and Kumar 2013), are also recognising its importance. Almost all research
into performance management emanates, however, from a western context (Briscoe and
Claus 2008) and there is limited understanding of how effective these systems might be
in other national contexts. We consider the implications of this throughout the chapter.

Regular quotes throughout help to enliven and sources (360-degree feedback) and to emphasise a
WINDOW ON PRACTICE developmental focus. Feedback was also provided on
contextualise the subject. Merrill Lynch moved away from its traditional performance
the contribution that employee performance made to
the achievement of organisational goals. Managers
appraisal system to implement a performance were trained in how to set objectives, coach and carry
management system. Rather than a once-a-year out appraisals. They are also supported by an intranet
conversation about performance, an ongoing dialogue that provides information on the performance
between manager and employee was developed which management system. The aim is to ensure that all
was based around managers coaching their subordinates. employees knows what is expected of them, what
Employees received regular feedback on progress against development they will receive and how their
goals and personal development plans were established performance will be judged and rewarded.
to support improved performance. The end-of-year review
was changed to include feedback from a number of Source: Adapted from Aguinis and Pierce (2008).

196

A01_TORR6634_09_SE_FM.indd 14 1/15/14 9:41 AM

Guided tour

Chapter 15 Learning and development

Summary Propositions provide a useful revision tool Summary propoSitionS

enabling you to recap and check your understanding of the 15.1 The emphasis has moved from training to learning, with individuals taking ownership of
identifying and addressing their own learning needs, or at least contributing to this. To be

chapter. In conjunction with the chapter-opening Learning effective learners we need to understand the nature of learning and our own strengths and
weaknesses.

15.2 The emphasis on formal development programmes is declining in favour of greater interest
Objectives, you can quickly determine whether you are in approaches to on-the-job development, such as coaching, mentoring, peer relationships
and self-development.

prepared enough to move on, or need further study. 15.3 The interest in e-learning continues; however, the extent to which employees take advantage
of such opportunities will be affected by the context and the support available. E-learning is
increasingly being blended with other forms of learning.

15.4 Evaluation of development is critical but difficult. It is most effective when built into the
design of the development activity rather than tagged on at the end.

General Discussion Topics are useful both as a basis for

group discussion within tutorials or study groups, as well as General diScuSSion topicS
1 If learning is an individual process, why is so much training done in groups? What are the
activities to help develop your better understanding of the implications of moving towards more individualised learning?

2 Discuss the view that the role of the trainer/facilitator is critically important in the effective-

topics covered within the chapter. ness of a training programme.

theory into practice

Theory into Practice case studies or learning activities that Micropower

enable you to put your learning into practice within a realistic Micropower is a rapidly growing computer software firm, specialising in tailor-made solutions
for business. Increasingly, training for other businesses in its own and other software packages
has occupied the time of the consultants. Micropower sees this as a profitable route for the

scenario. Improve your employability by answering the future and such training is now actively sold to clients. Consultants both sell and carry out the
training. As an interim measure, to cope with increasing demand, the firm is now recruiting
some specialist trainers, but the selling of the training is considered to be an integral part of

associated questions and developing a better understanding the consultant’s role.

311

of business practice.

Part 2 Resourcing: getting people in the right places to do the right things

Questions
1 This research is based in Australia. To what extent can its findings be applied to other
countries where substantial numbers of prospective employees, often migrant or poorly
educated workers, do not have the language in which selection tests are constructed as
a first language? What are the implications of this?
2 How applicable are these selection techniques across a wide range of jobs?
3 What difficulties might you face in using these selection techniques?

Adapted from: Pearson, C. and Daff, S. (2011) ‘Extending boundaries of human resource concepts and practices: An innovative
recruitment method for Indigenous Australians in remote regions’, Asia Pacific Journal of Human Resources, Vol. 49, No. 3, pp. 325–43.

A01_TORR6634_09_SE_FM.indd 15 1/15/14 9:41 AM

Guided tour

Chapter 26 Health and well-being

Some chapters list relevant Web Links that can help expand
Web links your understanding of the topics covered within the chapter.
www.ibm.com/ibm/responsibility/employee_well_being_management.shtml (IBM website, section
on corporate social responsibility, accessed 24 March 2013).
www.ibm.com/ibm/responsibility/employees_global_wellness.shtml (IBM website, section on
international wellness initiatives, accessed 24 March 2013).
www.investorsinpeople.co.uk (website of Investors in People, accessed 24 March 2013).
www.well-being.ac.uk (website of well-being funded by the HEFCE and the Scottish Funding
Council to investigate and promote well-being in higher education, accessed 24 March 2013).
www.workandwell-being.com (website of Work and Well-being Ltd, a consultancy, accessed
24 March 2013).
www.dwp.gov.uk/health-work-and-well-being/about-us/ (accessed 24 March 2013).

Detailed References provide quick and easy access to the

RefeRences
research behind the chapter and additional sources of
Alfes, K., Shantz, A. and Truss, C. (2012) ‘The link between perceived HRM practices, performance
and well-being: The moderating effect of trust in the employer’, Human Resource Management
Journal, Vol. 22, pp. 409 –27.
information to support your learning.
Atkinson, C. and Hall, L. (2011) ‘Flexible working and happiness in the NHS’, Employee
Relations, Vol. 33, pp. 88–105.
CIPD (2007) What’s Happening with Wellbeing at Work? London: CIPD.
CIPD (2008) Smart Working: The impact of work organisation and job design. London: CIPD.
CIPD (2012) Building a Culture of Organisational Well-being. London: CIPD.
CIPD (2013) Health and Well-being at Work: Factsheet. London: CIPD.
Cooney, R. (2004) ‘Empowered self-management and the design of work teams’, Personnel Review,
Vol. 33, pp. 677–92.
Crush, P. (2009) ‘Health and well-being: The science of employee well-being’, Human Resources,
1 July.
De Voorde, K., Paauwe, J. and van Veldhoven, M. (2012) ‘Employee well-being and the HRM–
organisational performance relationship: A review of quantitative studies’, International
Journal of Management Reviews, Vol. 14, pp. 391– 407.
DH (2004) Choosing Health: Making healthy choices easier, Cm 6374. London: The Stationery
Office.
Greasley, K., Edwards, P., Baker-McClearn, D. and Dale, J. (2012) ‘Why do organisations engage
in HR initiatives? A test case of a health and well-being intervention’, Employee Relations,
Vol. 34, pp. 443– 62.
Hall, L. and Atkinson, C. (2006) ‘Improving working lives: Flexible working and the role of
employee control’, Employee Relations, Vol. 28, pp. 374–86.
Holman, D. (2002) ‘Employee well-being in call centres’, Human Resource Management Journal,
Vol. 12, pp. 35–50.
HSE (2004) Management Standards for Work-related Stress. London: Health and Safety Executive.
HSE (2009) How to Tackle Work-related Stress: A guide for employers on making the Management
Standards work. London: Health and Safety Executive.
Krasman, J. (2013) ‘Putting feedback-seeking into “context”: Job characteristics and feedback-
seeking behaviour’, Personnel Review, Vol. 42, pp. 50–66.
Marsden, D. and Moriconi, S. (2009) ‘The value of rude health: Employees’ well being, absence
and workplace performance’, CEP Discussion Paper No. 919. London: Centre for Economic
Performance.

527

A detailed Glossary is included at the end of the book, for

Glossary
quick reference to key terms and definitions within each
chapter.
The terms in this glossary have been taken selectively from the text. Rather than repeating definitions we have
already given, we have chosen terms which are neologisms that may not appear in a dictionary, or are invented
words, like presenteeism, which do not yet appear in a dictionary. We also include terms, like bureaucracy, which
can benefit from more interpretation than we have provided in the text.

Absence/attendance. Until quite staff were missing. The drawing half of those pursuing an
recently attendance at work was office manager explained that the apprenticeship were over 25.
universally accepted as a duty and absentees were ‘getting in their sick
absence had to be justified by leave’ before the end of the leave Benchmarking. Originally a
external verification, such as by a year. A management attempt to benchmark was a mark on a work
medical note or a call to undertake make allowance for understandable bench that could be used to measure
jury service. Without such sickness absence had been off a standard size. This idea of
independent evidence, some sort mismanaged in allowing it to comparative measurement is used
of punishment was usual. As social become gradually accepted as an in HRM to describe the process
attitudes have changed and rights additional leave entitlement. In a of checking some aspect of work
to time off have increased, so the different, current situation a school in one’s own business against an
managerial emphasis has changed, teacher has recently shown such external standard, like the average
requiring managers to manage unwillingness to implement new number of days lost through
attendance, by paying attention to professional requirements that there absence across the working
reasons for avoidable absence. This is a risk of the school implementing population as a whole, or in
has a degree of altruistic concern capability procedure with the a particular industry, by age,
for employee well-being, where response, ‘if they do that I will occupation, gender and so forth. It
some aspect of the work required simply go off with stress’. is slightly different from ‘yardstick’,
from employees is a contributory which is literally a measuring stick a
cause of, for instance, an inability Apprenticeship. The typical idea of yard long. This is sometimes used as
to return to work. There is also an apprentice is of a male who left a rough-and-ready measure for some
an emphasis on trying to minimise school as soon as possible and then aspect of management effectiveness,
disruption to working patterns trained on the job in a manual but it lacks the dimension of
and persuading people not to be trade like plumbing or as an external comparison.
unreasonable. Stress has become a electrician, possibly continuing
major absence factor since it has education part time at a local Best fit/fit. In many fields of human
become more socially acceptable. college. Since a university degree endeavour there is an aim to find
Usually it is a perfectly valid feature has gradually become the must- and implement the one best way,
of a person’s working or personal have qualification for many fields or the right way, of doing things.
life and can perhaps be alleviated of employment, the number An alternative is to work out the
by managerial initiatives. In some of apprentices has dwindled: best way of doing things in this or
other situations it is manipulated certainly not a prelude to a ‘nice that situation. There is no single
by people who place their job’. Currently they are seeing a approach or method that is always
own interpretation on a right renaissance, as skills shortages are right.
to sick leave. A recent visit to an seen as an impediment to economic
engineering drawing office in March growth, but not necessarily for Bottom line. A term derived from
was surprising as more than half the young males. In 2013 more than accountancy, where it is the final

645

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Preface

This book has been evolving through many changes since the very first edition of its predecessor
Personnel Management in 1979. Our objective has always been to track the development of the personnel/
human resource (HR) function and its activities. Our preface to the eighth edition in 2011 opened by
saying: ‘Since the last edition the world has undergone a major recession, triggered by a banking crisis
unprecedented in modern times. This has created great uncertainty about how human resource man-
agement (HRM) will be changed.’ Then, many people still assumed that it would be like other reces-
sions, followed by a steady recovery, renewed growth and we would all feel more secure. Three years
on we can be more certain of some changes that will continue for the foreseeable future:

1 Rather than becoming more secure, for most people their experience of employment will be less
secure. ‘Jobs for life’ had always been rare, but security of employment in terms of an open-ended
contract that would be maintained in most cases for as long as the employee wished has slowly
become less. Some businesses that experience sharp variations in demand for their products, like
some in electronics, are employing certain categories of staff on fixed-term contracts via a con
sultancy in order to avoid the costs of making people redundant. This is just one example of sub-
contracting instead of directly employing people. Alongside this is the great change in pension
provision. Outside the public sector, final salary schemes have dwindled to a handful and the
contemporary substitutes are more likely to be owned by the employee, with a reduced level of
dependence on the individual employer. Some companies rise and fall with breathtaking speed. In
April 2012 Google bought a British IT company for $1 billion. The company had a single product,
had been in existence for little over a year and employed only thirteen people. How can a company
of that size be worth $1 billion? At the same time we see sudden failures, like HMV, Sea France,
Comet and Hungarian Airlines.
2 The shift towards the ‘disaggregation’ of employment in businesses has increased. In 1984 John
Atkinson published a short paper with a clever illustrative figure that identified a move towards
businesses having a core workforce of vital people who were well paid and built into the busi-
nesses, surrounded by a peripheral workforce, with jobs requiring skills that were not specific to the
business and might be directly employed or employed via an agency or as a sole trader. This
attracted great interest and hundreds of HR lecturers reckoned that they could run at least three
teaching sessions on the paper! Atkinson had described a process that had been going for some
time and gave it a nudge. Subcontracting of staff in catering, office cleaning and security became
commonplace and retail distribution is now normally subcontracted. The development of using
the Internet for marketing has seen a great increase in the number of sole traders or very small
businesses providing specialist services. In the UK in 2012, 74% of private-sector businesses were
sole traders without employees and 3.8 million people were working from home. The general
assumption that a business is a close-knit community of people who spend most of their time in
one location with an organisational culture that generates morale and meets employees’ needs to
belong is no longer quite as universal as organisational studies have suggested.
3 Levels of public-sector employment will remain depressed. Together with most western economies, it
has been an objective of the UK government to reduce the number of people in permanent
employment in the public sector as part of an overall objective to rebalance the economy in favour

xvii

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Preface

of the private sector. This has only partly succeeded, as much of the cost saving has been in reduc-
ing payments to arm’s length organisations and charities providing services, rather than reducing
the number on permanent contracts. Nonetheless growth of public-sector core employment
seems unlikely after sustained growth over the last 60–70 years.

This is not to suggest that there has been a fundamental and complete change in employment
practice; rather there is a change in the mix of factors to which HRM has to adapt and this will be a
continuing feature in our approach to the subject in this edition. In preparing this edition we have
analysed trends, reviewed the changes, examined all the novelties before discussing these among our-
selves and taken account of the comments that many people using the book have suggested. This is to
ensure that the book continues to reflect the reality of working life as it is evolving rather than how we
would like it to be. We also have to ensure that the book makes sense to readers in different parts of
the world, although the book remains the work of four Britons, whose work and understanding are
inevitably informed by experience, research and scholarship mainly in the western world.
Apart from general updating, the main changes since the last edition are that we include a new
pedagogical feature called ‘Theory into practice’ at the end of most chapters. These features are case
studies or some other learning aid, as suggested by our publisher; we have removed the cases that
previously closed each of the eight parts of the book. There are three fewer chapters overall through
consolidation in some areas. Skills now include a section on job analysis, which had been unforgivably
not featured in the last edition, despite its fundamental importance in so many aspects of HR practice.
As before, there is a range of assessment material and illustrations, as well as several design features
to assist readers further in using and learning from the text, as follows:

(a) Integrated Window on practice boxes provide a range of illustrative material throughout the text,
including examples of real company practice, survey results, anecdotes and quotations, and court
cases.
(b) Integrated Activity boxes encourage readers to review and critically apply their understanding at
regular intervals throughout the text, either by responding to a question or by undertaking a small
practical assignment, individually or as part of a group. In recognising that this text is used on both
professional and academic courses, most of the exercises reflect the fact that many students will
have little or no business experience. Other exercises may appear to exclude students who are not
in employment by asking readers to consider an aspect in their own organisation; however, the
organisation could be a college or university, the students’ union, a political body or sports team.
(c) Discussion topics: at the end of each chapter there are two or three short questions intended for
general discussion in a tutorial or study group.
(d) Theory into practice features appear at the end of chapters to enable readers to review, link and
apply their understanding of the previous chapters to a business scenario.
(e) Web links are given as appropriate at various points in the text. These are either to the text’s
Companion Website, where there is a great deal of further material, or to other websites containing
useful information relating to the topics covered.
(f) Further reading sections for each chapter suggest further relevant readings, with guidance on their value.
(g) Each part of the text includes a brief introduction to its scope and purpose.
(h) Chapter objectives open and Summary propositions conclude each chapter to set up the readers’
expectations and review their understanding progressively.
(i) References are given in full at the end of each chapter to aid further exploration of the chapter
material, as required.
(j) The Companion Website, www.pearsoned.co.uk/torrington, has more material, including further
EB

W
case studies or exercises for each chapter and support for both tutor and student.
(k) Glossary: the book closes with a short glossary of terms taken selectively from the text.

xviii

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Publisher’s
acknowledgements

Figures
Figure 3.2 from Strategic human resource management (Fombrun, C., Tichy, N.M. and Devanna, M.A. 1984)
p. 41, John Wiley, New York, Reproduced with permission of John Wiley & Sons Inc.; Figure 3.3 from
‘Front-line managers as agents in the HRM performance causal chain: theory, analysis and evidence’,
Human Resource Management Journal, Vol. 17, No. 1, pp. 3–20 (Purcell, J. and Hutchinson, S. 2007),
p. 7, Figure 1, reproduced with permission of Wiley-Blackwell, Reproduced with permission of Wiley-
Blackwell; Figure 3.4 adapted from Purcell, J., Kinnie, N., Hutchinson, S., Rayton, B. and Swart, J. (2003)
Understanding the People Performance Link: Unlocking the black box. Research Report. London: CIPD,
Model developed by Bath University for the CIPD. Reproduced with the permission of the publisher,
the Chartered Institute of Personnel and Development, London (www.cipd.co.uk); Figure 3.5 from
‘Human resources and sustained competitive advantage: a resource-based perspective’, International
Journal of Human Resource Management, Vol. 5, No. 2, p. 318 (Wright, P.M., McMaham, G.C., and
A. McWilliams), reprinted with the permission of Taylor and Francis Ltd, www.tandf.co.uk/journals;
Figure 4.5 adapted from ‘The balanced scorecard: measures that drive performance’, Harvard Business
Review, January/February, pp. 71–9 (Kaplan, R. and Norton, D. 1992); Figure 5.1 from Smart Working:
The impact of work organisation and job design, CIPD (2008), p. 11, Figure 2. With permission of the
publisher, Chartered Institute of Personnel and Development, London (www.cipd.co.uk), Reproduced
with the permission of the publisher, the Chartered Institute of Personnel and Development, London
(www.cipd.co.uk); Figure 5.2 from ‘Manpower strategies for flexible organisation’, Personnel Management,
August, 28–9 (Atkinson, J. 1984); Figure 13.1 from Binney, G. and Williams, C. (2005) ‘The myth of manag-
ing change’, in G. Salaman, J. Storey and J. Billsberry (eds), Strategic Human Resource Management: Theory
and practice. A reader. London: Sage, Reprinted by permission of SAGE Publications www.sagepub.
co.uk; Figure 17.1 from Marchington, M. and Cox, A. (2007) ‘Employee involvement and participation’,
in: Storey, J. (ed.) Human Resource Management: A Critical Text. 3rd edn. London: Thomson Learning,
Figure 10.1, p. 179, Copyright (2007) Thomson Learning. Reproduced by permission of Cengage
Learning EMEA Ltd; Figure 26.1 from Chartered Institute of Personnel and Development (2008) Smart
working: the impact of work organisation and job design, London: CIPD.

Tables
Table 3.1 from ‘Linking competitive strategies with human resource management practices’, No. 3, August
(Schuler, R.S. and Jackson, S.E. 1987), reproduced with permission of the Academy of Management;
Table 5.1 from ‘Organisational learning and organisational design’, The Learning Organisation, Vol. 13,
No. 1, pp. 25–48 (Curado, C. 2006), The Learning Organisation, p. 38, © Emerald Group Publishing
Limited all rights reserved; Table 6.1 from ‘What is (or should be) the difference between competency
modelling and traditional job analysis?’ Human Resource Management Review, Vol. 19, No. 1, pp. 53–63
(Sanchez, J. and Levine, E. 2009); Table 6.2 from Table compiled from data in CIPD (2012) Resourcing

xix

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Publisher’s acknowledgements

and Talent Planning: Annual Survey Report 2012. London: CIPD, Reproduced with the permission of the
publisher, the Chartered Institute of Personnel and Development, London (www.cipd.co.uk); Table 7.1
from Chartered Institute of Personnel and Development (2011) Resourcing and Talent Planning: Annual
Survey Report 2011, Table 13. With permission of the publisher, the Chartered Institute of Personnel
and Development, London (www.cipd.co.uk); Table 11.1 from The Managerial Grid. Houston, Texas: Gulf
Publishing (Blake, R.R. and Mouton, J.S. 1964); Table 11.3 from ‘Leadership that gets results’, Harvard
Business Review, March–April, pp. 80 & 82–3 (Goleman, D. 2000), reprinted by permission of by the
Harvard Business School Publishing Corporation. All rights reserved; Table 15.1 after Major learning
trends and indicators for 2013 and beyond within the Asia Pacific Region, Singapore: Cegos (Blain, J. 2013)
Figure 18, p. 27; Table 15.2 adapted from ‘Planned and emergent learning: a framework and a method’,
Executive Development, Vol. 7, No. 6, pp. 29–32 (Megginson, D. 1994), © Emerald Group Publishing
Limited all rights reserved; Table 15.3 after Major learning trends and indicators for 2013 and beyond
within the Asia Pacific Region, Singapore: Cegos (Blain, J. 2013) Figure 22, p. 32; Table 26.1 from From
What’s Happening with Wellbeing at Work? (CIPD, 2007), Table 2. With permission of the publisher,
the Chartered Institute of Personnel and Development, London (www.cipd.co.uk), Reproduced
with the permission of the publisher, the Chartered Institute of Personnel and Development, London
(www.cipd.co.uk); Table 27.1 from Culture’s Consequences: International Differences in Work-Related
Values, 2nd, California: Sage Publications (Hofstede, G. 2001), Reproduced by permission of Geert
Hofstede.

Text
Case Study on page 46 adapted from Build a better brand, People Management, Vol. 14, No. 15,
pp. 24–5 (Chubb, L.), Reproduced with the permission of the publisher, the Chartered Institute of
Personnel and Development, London (www.cipd.co.uk); Case Study on page 54 adapted from ‘Human
resource management strategies under uncertainty’, Cross Cultural Management: An International
Journal, Vol. 13, No. 2, pp. 171–86 (Fields, D., Chan, A., Aktar, S. and Blum, T. 2006), © Emerald Group
Publishing Limited all rights reserved; Case Study on page 68 adapted from ‘Who does workforce
planning well?: Workforce Rapid Review Team Summary’, International Journal of Health Care Quality
Assurance Vol. 23, No. 1, pp. 110–19 (Curson, J., Dell, M., Wilson, R., Bosworth, D. and Baldauf, B. 2010),
© Emerald Group Publishing Limited all rights reserved; Case Study on pages 81–82 after ‘Human
capital measurement: an approach that works’, Strategic HR Review, Vol. 8, No. 6, pp. 5–11 (Robinson,
D. 2009), © Emerald Group Publishing Limited all rights reserved; Case Study on pages 128–129 after
‘Globalisation of HR at function level: 4 UK-based case studies of the international recruitment and
selection process’ International Journal of Human Resource Management Vol. 8, No. 5, pp. 845–867
(Sparrow, P. 2007), reprinted by permission of the publisher (Taylor & Francis Ltd, http://www.tandf.
co.uk/journals); Case Study on page 223 after The Lizard Kings, People Management, Vol. 12(2),
pp. 32–34 (Goffee, R. and Jones, G. 2006), Reproduced with the permission of the publisher, the
Chartered Institute of Personnel and Development, London (www.cipd.co.uk); Case Study on page 226
adapted from Ford, J. and Harding, N. (2009) ‘Telling an untold story: on being a follower rather than a
leader’. Presented at the 25th EGOS Colloquium in Barcelona, Spain, July 2–4, 2009, By permission of
Professor Jackie Ford and Professor Nancy Harding; Case Study on page 320 after ‘Bright and Early’,
People Management, Vol. 14, No. 7, pp. 30–2 (Allen, A.), Reproduced with the permission of the
publisher, the Chartered Institute of Personnel and Development, London (www.cipd.co.uk); Case
Study on page 322 adapted from ‘Hidden dragons’ People Management, Vol. 14, No. 16, pp. 18–23
(Wilson, B.), Reproduced with the permission of the publisher, the Chartered Institute of Personnel and
Development, London (www.cipd.co.uk); Extract on page 328 from ‘On my agenda’ People Management,
August, pp. 28–31 (Smedley, T. 2012); Quote on page 329 from www.ernstandyoung.com; Box on page 346

A01_TORR6634_09_SE_FM.indd 20 1/15/14 9:41 AM

Publisher’s acknowledgements

adapted from Keeping the Commitment Model in the Air during Turbulent Times: Employee
Involvement at Delta Air Lines Industrial Relations, Industrial Relations, 52, pp. 343–77 (Kaufman, B.
2013), © 2012 Regents of the University of California; Article on page 429 from Pandora’s Pay Packet,
FT.com, 14/05/2001 (Kellaway, L.), © The Financial Times Limited. All Rights Reserved; General Displayed
Text on page 468 after Reward Management: Annual Survey Report 2009, London: Chartered Institute
of Personnel and Development (CIPD 2009), Reproduced with the permission of the publisher, the
Chartered Institute of Personnel and Development, London (www.cipd.co.uk); Extract on pages 474–
475 from ‘Four scenarios’, Journal of Medical Ethics, Vol. 29(5), p. 267 (Gillon, R. 2003), Copyright 2003,
with permission from BMJ Publishing Group Ltd; Case Study on page 520 adapted from ‘Role redesign
in the National Health Service: the effects on midwives’ work and professional boundaries’, Work,
Employment and Society, Vol. 22, No. 4, pp. 695–712 (Prowse, J. and Prowse, P. 2008), copyright © 2008.
Reprinted by Permission of SAGE; Box on page 614 adapted from CIPD (2012) Factsheet: Harassment
and bullying at work., Reproduced with the permission of the publisher, the Chartered Institute of
Personnel and Development, London (www.cipd.co.uk).

In some instances we have been unable to trace the owners of copyright material, and we would
appreciate any information that would enable us to do so.

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Part 1
HumAn reSource
mAnAGement in Changing Times

cHAnGinG timeS
CHAPTERS
ES
M

Human Resource
TI
G
IN

Management
G

1 The nature of human resource management

N
A

Strategy
CH

2 The global context for human resource management Planning

International
3 Strategic human resource management Skills
4 Workforce planning and metrics

M01_TORR6634_09_SE_C01.indd 2 1/14/14 4:54 PM

H
uman resource management (HRM) as a distinct as everyone knows, the world is changing at a disconcerting
function of the business has grown in stature and pace. Third, we introduce two of the methods which HR
influence in recent years, particularly at the strategic uses and needs to understand in all of its dealings within
level. For those entering the profession this book aims to the business of which it is a part. Strategy is not only setting
demonstrate the interconnectedness of the discipline to which the course of the business in the future, but also ensuring
we are introducing you. We choose the metaphor of the that the strategy is the right one from a mix of alternatives
honeycomb, a tight structure of contiguous cells of activity and then knowing when and how the strategy should be
with a shared purpose, all connected both laterally and altered. Planning is the process of starting to implement the
vertically. Training and development are not distinct activities strategy by making the right things happen. Readers will
separate from employee relations and performance manage remember the disastrous earthquake in Haiti at the begin
ment; reward is not to be considered separately from selec ning of 2010. For the first week afterwards there was intense
tion, retention, diversity and health and well-being. Strategy, interest and worldwide concern. Public donations poured
policy, procedure and personal skill are not distinct specialisms in, rescue teams and equipment were mustered and there
but essential elements of every HR person’s skill set. was a universal will to help, but there was no viable plan
Part 1 puts in place the totality of HRM in four ways. First ning on the ground. Growing resources, personnel and
comes the nature of HRM itself, a specialism which is every motivation were mired in chaos. Only as a form of planning
where and in everything. Second, we review the global and coherent organisation was gradually developed did
context within which it operates, as what you do in your things begin to improve. HR people need to understand the
small corner has to make sense in the global context of your differing nature of planning processes that are needed to
business in your country and in all parts of the world and, make the right things happen.

M01_TORR6634_09_SE_C01.indd 3 1/14/14 4:54 PM

Chapter
1
tHe nAture oF HumAn
reSource mAnAGement
THE OBJECTIVES OF THIS CHAPTER ARE TO:

1 Define the term ‘human resource management’

2 Explain the different ways in which the term ‘human resource management’ is used
3 Set out the main objectives of the human resource function
4 Review the historical evolution of the modern human resource function
5 Discuss links between human resource management activity and business
performance

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Chapter 1 The nature of human resource management

Human resource management (HRM) is the basis of all management activity, but it is
not the basis of all business activity. A business may depend fundamentally on having
a unique product, like the Dyson vacuum cleaner, or on obtaining the necessary fund-
ing, like the London bid to stage the Olympic Games, or on identifying a previously
unnoticed market niche, like Saga Services. The basis of management is always the same:
getting the people of the business to make things happen in a productive way, so that the
business prospers and the people thrive.
All organisations have to draw on a range of resources to function and to achieve their
objectives. They need access to capital to finance their operations, land and premises to
operate from, energy, equipment and raw materials in order to manufacture a product or
deliver a service. They also require access to some form of distribution network so that
they can publicise, sell or dispense their goods and services. In addition, human resources
are required in order to provide organisations with know-how, ideas and labour. In a
competitive market economy the effectiveness and efficiency with which an organisation
manages its relationship with the suppliers of all these kinds of resources determines its
success. And the scarcer the resource and the more critical it is to a particular organisa-
tion’s operations, the greater the skill, time and effort needed in order to manage the
relationship.
There was a time when most people employed by organisations were required simply to
provide manual labour. Relatively little skill, experience or intelligence was needed to do
the jobs. The requisite training was cheap and speedy to provide, and payment methods
unsophisticated. Finding people to do the work was rarely a problem and there were
no restrictions of significance when it came to firing those who were not satisfactory or
who displeased managers in some other way. This remains the situation in some indus-
tries and in some parts of the world, but in industrialised countries it is now increasingly
rare. Instead we have a situation in which the majority of jobs require their holders to
have mastered some form of specialised skill, or at the very least to possess attributes
which others do not share to the same extent. The demand for higher-level skills has
grown particularly quickly, there being a need for many more people to fill professional
and managerial jobs than was the case twenty years ago. Moreover, almost all informed
commentators believe that these established trends will accelerate in the future (UKCES
2012).
Just as the workforce has changed, so have the methods used to manage its members.
The more specialised their roles, the harder it has become to find individuals with the
right skills, qualifications, attributes and experience to undertake them. It has also
become harder to keep people once they are employed because competitors are always
keen to secure the services of the most talented people by offering them a better deal.
Employing organisations have had to acquire a capacity for developing people effectively,
together with increasingly sophisticated approaches to recruitment, selection, retention,
employee relations and performance management. Further sophistication is required
due to the substantial body of employment regulation that now governs the manage-
ment of the employment relationship in most industrialised countries. The process becomes
more complex still in the case of organisations that employ people in different countries.
Not only do they have to grapple with a range of often diverse legislative and public
policy regimes, but also they have to find ways of effectively managing people whose
expectations vary significantly for cultural reasons.
These developments have led to the evolution of a more complex HRM function, charged
with overseeing all aspects of managing the relationship between an organisation and its

M01_TORR6634_09_SE_C01.indd 5 1/14/14 4:54 PM

Part 1 Human resource management in changing times

people in a professional and productive manner. The management of people, however,

can never be a responsibility shouldered by specialists alone. It is an area of management
activity that all managers must share if it is to be carried out effectively and contribute
to the achievement of competitive advantage.
In this chapter we introduce HRM by setting out its purpose and showing how
the effective management of people helps organisations to achieve their objectives. We
go on to examine the historical development of HR work and speculate on how this may
evolve further in the future. The final part of the chapter introduces thinking about the
extent and nature of the link between HR activities and organisational effectiveness
and performance.

And why did this debacle happen? It appears that

WindoW on prActice the major reason was simply extraordinarily poor
management of people. The major immediate problem
In 2008, twentyfive years after it was first planned, arose because the staff were not properly trained to
Terminal 5 at Heathrow Airport in London finally use the equipment at Terminal 5 and were unprepared
opened its doors to passengers. The total cost of when it came to solving the technical ‘glitches’ that
the building was £4.3 billion. The new terminal quickly appeared once the baggage handling
was exclusively for the use of British Airways, which machinery started operating. In addition long delays
had been planning for several years to move all its were caused on the first day as a result of staff being
existing operations from the various other terminals unable to find the staff car park or get through security
at Heathrow into Terminal 5 and had gone so far as screening on schedule. Later on, as flights began to
to contribute £330 million to its flamboyant interior arrive, staff simply failed to ‘remove luggage quickly
design. The day before the opening an article in the enough at the final unloading stage’ (BBC 2008b).
Financial Times reported executives’ concerns that the Matters were not helped by the persistence
look of the place would raise expectations too high, over a long period of very poor employment
but that it was ‘beyond imagination to contemplate relationships at British Airways. Done and Willman
failure’ (Blitz 2008). Yet spectacular failure was what (2008) reported that the failure of the airline to solve
followed. this fundamental problem was the real underlying
In the first few days of operation over 300 flights cause of the Terminal 5 debacle. An unnamed
scheduled to depart from Terminal 5 were cancelled, Heathrow executive said that they had all been
very long queues formed at checkin and transfer expecting an outbreak of ‘fuck’em disease’ as the
desks, while some 28,000 passengers found themselves new terminal opened and some staff simply decided
separated from their luggage. The immediate cost to ‘not to work very hard’. British Airways’ staff were
British Airways was £16 million, but the longterm neither committed to the success of the operation
direct costs were authoritatively estimated to be nor to their employer. Goodwill was in short supply,
around £150 million (BBC 2008a), let alone vast further leading staff to be intransigent and uncooperative
losses resulting from a deterioration in the airline’s when effort, positive enthusiasm and flexibility
already poor brand image. were what was required.

Defining HRM
The term ‘human resource management’ is not easy to define. This is because it is com-
monly used in two different ways. On the one hand it is used generically to describe the

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Chapter 1 The nature of human resource management

body of management activities covered in books such as this. Used in this way HRM is
really no more than a more modern and supposedly imposing name for what used com-
monly to be labelled ‘personnel management’. On the other hand, the term is equally
widely used to denote a particular approach to the management of people which is
clearly distinct from ‘personnel management’. Used in this way ‘HRM’ signifies more
than an updating of the label; it also suggests a distinctive philosophy towards carrying
out people-orientated organisational activities: one which is held to serve the modern
business more effectively than ‘traditional’ personnel management. We explore the sub-
stance of these two meanings of HRM in the following subsections, referring to the first
as ‘HRM mark 1’ and the second as ‘HRM mark 2’.

HRM mark 1: the generic term

The role of the HR functions is explained by identifying the key objectives to be
achieved. Four objectives form the foundation of all HR activity.

Staffing objectives
HR managers are first concerned with ensuring that the business is appropriately staffed
and thus able to draw on the human resources it needs. This involves designing organisa-
tion structures, identifying under what type of contract different groups of employees
(or subcontractors) will work, before recruiting, selecting and developing the people
required to fill the roles: the right people, with the right skills, to provide their services
when needed. There is a need to compete effectively in the employment market by
recruiting and retaining the best, affordable workforce that is available. This involves
developing employment packages that are sufficiently attractive to maintain the required
employee skill levels and, where necessary, disposing of those judged no longer to have
a role to play in the organisation. The tighter a key employment market becomes, the
harder it is to find and then hold on to the people an organisation needs in order to
compete effectively. In such circumstances increased attention has to be given to devel
oping competitive pay packages, to the provision of valued training and development
opportunities and to ensuring that the experience of working in the organisation is, as
far as is possible, rewarding and fulfilling. Recent years have seen organisations take
a more strategic approach, at least in their rhetoric, towards the meeting of staffing
objectives. They are, for example, increasingly seeking to differentiate and position
themselves in their labour markets vis-à-vis competitors by managing their reputations as
employers, by engaging in employer branding exercises and by seeking to be recognised
as ‘employers of choice’.

Performance objectives
Once the required workforce is in place, HR managers seek to ensure that people are well
motivated and committed so as to maximise their performance in their different roles.
Training and development have a role to play, as do reward systems to maximise effort
and focus attention on performance targets. In many organisations, particularly where
trade unions play a significant role, HR managers negotiate improved performance with
the workforce. The achievement of performance objectives also requires HR specialists
to assist in disciplining employees effectively and equitably where individual conduct

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Part 1 Human resource management in changing times

and/or performance standards are unsatisfactory. Welfare functions can also assist per-
formance by providing constructive assistance to people whose performance has fallen
short of their potential because of illness or difficult personal circumstances. Last but
not least, there is the range of employee involvement initiatives to raise levels of commit-
ment and to engage employees in developing new ideas. It is increasingly recognised that
a key determinant of superior competitive performance is a propensity on the part of an
organisation’s employees to demonstrate discretionary effort. Essentially this means that
they choose to go further in the service of their employer than is strictly required in their
contracts of employment, working longer hours perhaps, working with greater enthusi-
asm or taking the initiative to improve systems and relationships. Willingness to engage
in such behaviour cannot be forced by managers. But they can help to create an environ-
ment in which it is more likely to occur. A term that is currently very fashionable in HR
circles is ‘employee engagement’, an idea which encapsulates what is required if organ-
isations are successfully to enhance individual performance. Engaged employees know
what is expected of them, have a sense of ownership of their work, are satisfied (hope-
fully very satisfied) with their jobs and, as a result, are prepared to contribute positively
both with their effort and their ideas.

Change-management objectives
A third set of core objectives in nearly every business relates to the role played by the HR
function in effectively managing change. Frequently change does not come along in read-
ily defined episodes precipitated by some external factor. Instead it is endemic and well-
nigh continuous, generated as much by a continual need to innovate as from definable
environmental pressures. Change comes in different forms. Sometimes it is merely struc-
tural, requiring reorganisation of activities or the introduction of new people into
particular roles. At other times cultural change is sought in order to alter attitudes,
philosophies or long-present organisational norms. In any of these scenarios the HR
function can play a central role. Key activities include the recruitment and/or develop-
ment of people with the necessary leadership skills to drive the change process, the
employment of change agents to encourage acceptance of change and the construction
of reward systems which underpin the change process. Timely and effective employee
involvement is also crucial because ‘people support what they help to create’. However,
it must also be remembered that change, particularly when imposed without genuine
employee involvement, is also a major potential source of conflict in organisations. This
can be minimised if plenty of time is available, but a degree of conflict is inevitable where
groups of staff lose out in some way as a result of change. The effective management of
conflict and its avoidance through careful management of expectations and involvement
in decision making are thus also significant features of an effective HR manager’s role.

Administration objectives
The fourth type of objective is less directly related to achieving competitive advantage,
but is focused on underpinning the achievement of the other forms of objective. In part
it is simply carried out in order to facilitate an organisation’s smooth running. Hence
there is a need to maintain accurate and comprehensive data on individual employees,
a record of their achievement in terms of performance, their attendance and training
records, their terms and conditions of employment and their personal details. However,

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there is also a legal aspect to much administrative activity, meaning that it is done
because the business is required by law to comply. Of particular significance is the
requirement that payment is administered professionally and lawfully, with itemised
monthly pay statements being provided for all employees. There is the need to make
arrangements for the deduction of taxation and National Insurance, for the payment of
pension fund contributions and to be on top of the complexities associated with
Statutory Sick Pay and Statutory Maternity Pay, as well as maternity and paternity leave.
Additional legal requirements relate to the monitoring of health and safety systems
and the issuing of contracts to new employees. Accurate record keeping is also central
to ensuring compliance with a variety of other legal obligations such as the National
Minimum Wage and the Working Time Regulations. HR professionals often downgrade
the significance of effective administration, seeking instead to gain for themselves a more
glamorous (and usually more highly paid) role formulating policy and strategy. This is a
short-sighted attitude. Achieving excellence (i.e. professionalism and cost-effectiveness)
in the delivery of the basic administrative tasks is important as an aim in itself because
it can provide a source of competitive advantage vis-à-vis other organisations who
struggle administratively. Moreover, as Stevens (2005: 137) demonstrates, sound admin-
istration in HR matters is important to achieve if ‘potential legislative risks’ are to be
minimised. It also helps the HR function in an organisation to gain and maintain the
credibility and respect that are required in order to influence other managers in the
organisation. In this respect it can be persuasively argued that efficient administration is
a prerequisite if the HR function is to make a really significant contribution in the three
other areas outlined above.

Activity 1.1
Each of the four types of HR objective is important and necessary for organisations in
different ways. However, at certain times one or more can assume greater importance
than the others. Can you identify types of situation in which each could become the most
significant or urgent?

HRM mark 2: a distinctive approach to the management of

people
The second meaning commonly accorded to the term ‘human resource management’
denotes a particular way of carrying out the range of activities discussed above. Under
this definition, a ‘human resource management approach’ is something qualitatively
different from a ‘personnel management approach’. Commentators disagree, however,
about how fundamental a shift is signified by a movement from personnel management
to human resource management. For some, particularly those whose focus of interest is
on the management of collective relationships at work, the rise of HRM in the last two
decades of the twentieth century represented something new and very different from the

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Part 1 Human resource management in changing times

dominant personnel management approach in earlier years. A particular theme in their

work is the contention that personnel management is essentially workforce centred,
while HRM is resource centred. Personnel specialists direct their efforts mainly at the
organisation’s employees: finding and training them, arranging for them to be paid,
explaining management’s expectations, justifying management’s actions, satisfying employees’
work-related needs, dealing with their problems and seeking to modify management
action that could produce an unwelcome employee response. The people who work in
the organisation are the starting point, and they are a resource that is relatively inflexible
in comparison with other resources, like cash and materials. Although indisputably a
management function, personnel management is not totally identified with management
interests. Just as sales representatives have to understand and articulate the aspirations
of the customers, personnel managers seek to understand and articulate the aspirations
and views of the workforce. There is always some degree of being in between management
and the employees, mediating the needs of each to the other.
HRM, by contrast, is directed mainly at management needs for human resources (not
necessarily employees) to be provided and deployed. Demand rather than supply is the
focus of the activity. There is greater emphasis on planning, monitoring and control,
rather than mediation. Problem solving is undertaken with other members of manage-
ment on HR issues rather than directly with employees or their representatives. It is
totally identified with management interests, being a general management activity, and
is relatively distant from the workforce as a whole. Guest (1987) emphasised the differ-
ences between the two approaches in his model illustrating ‘stereotypes of personnel
management and human resource management’ (see Table 1.1).

Table 1.1
Personnel versus Personnel management Human resource management
HRM
Time and planning Short term, reactive, ad hoc, marginal Long term, proactive, strategic,
perspective integrated
Psychological contract Compliance Commitment
Control systems External controls Selfcontrol
Employee relations Pluralist, collective, low trust Unitarist, individual, high trust
perspective
Preferred structures/ Bureaucratic/mechanistic, centralised, Organic, devolved, flexible roles
systems formal defined roles
Roles Specialist/professional Largely integrated into line management
Evaluation criteria Cost minimisation Maximum utilisation (human asset
accounting)

The evolution of modern HRM

Most large organisations have established a specialist HR function which is tasked with
the efficient and effective management of the relationship that the organisation has
with its employees. There is nothing at all new about the existence of such a function,
managers specialising in people management having been employed at senior levels in

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Chapter 1 The nature of human resource management

organisations for centuries. Over time the nature of the role has evolved very signific
antly as have the labels that have conventionally been given to such managers, and the
process of steady evolution continues today. However, this process has never totally seen
the abandonment of earlier concerns. Instead, as time goes by and new issues have come
to the fore, the HR function has tended to add further layers to its activities. Significant
legacies from each stage in the evolution of modern HRM have remained in the func-
tion’s bloodstream and hence retain some significance.

Theme 1: social justice

The origins of HRM lie in the nineteenth century, with the work of social reformers such
as Lord Shaftesbury and Robert Owen. Their criticisms of the free enterprise system and
the hardship created by the exploitation of workers by factory owners enabled the first
personnel managers to be appointed and provided the first frame of reference in which
they worked: to ameliorate the lot of the workers. Such concerns are not obsolete. There
are still regular reports of employees being exploited by employers flouting the law, and
the problem of organisational distance between decision makers and those putting deci-
sions into practice remains a source of alienation from work.
In the late nineteenth and early twentieth centuries some of the larger employers with
a paternalist outlook began to appoint welfare officers to manage a series of new initia-
tives designed to make life less harsh for their employees. Prominent examples were the
progressive schemes of unemployment benefit, sick pay and subsidised housing provided
by the Quaker family firms of Cadbury and Rowntree, and the Lever Brothers’ soap busi-
ness. While the motives were ostensibly charitable, there was and remains a business
as well as an ethical case for paying serious attention to the welfare of employees. This
is based on the contention that it improves commitment on the part of staff and leads
potential employees to compare the organisation favourably with competitors. The
result is higher productivity, a longer-serving workforce and a bigger pool of applicants
for each job. It has also been argued that a commitment to welfare reduces the scope for
the development of adversarial industrial relations. The more conspicuous welfare initi
atives promoted by employers today include employee assistance schemes, childcare
facilities and health-screening programmes.

Theme 2: humane bureaucracy

The second phase marked the beginnings of a move away from a sole focus on welfare
towards the meeting of various other organisational objectives. Personnel managers
began to gain responsibilities in the areas of staffing, training and organisation design.
Influenced by social scientists such as F.W. Taylor (1856–1915) and Henri Fayol (1841–
1925), personnel specialists started to look at management and administrative processes
analytically, working out how organisational structures could be designed and labour
deployed so as to maximise efficiency. The humane bureaucracy stage in the development
of personnel thinking was also influenced by the Human Relations School, which sought
to ameliorate the potential for industrial conflict and dehumanisation present in too
rigid an application of these scientific management approaches. Following the ideas
of thinkers such as Elton Mayo (1880–1949), the fostering of social relationships in the
workplace and employee morale thus became equally important objectives for personnel
professionals seeking to raise productivity levels.

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Part 1 Human resource management in changing times

Theme 3: negotiated consent

Personnel managers next added expertise in bargaining to their repertoire of skills. In the
period of full employment following the Second World War, labour became a scarce
resource. This led to a growth in trade union membership and to what Allan Flanders,
the leading industrial relations analyst of the 1960s, called ‘the challenge from below’.
Personnel specialists managed the new collective institutions such as joint consultation
committees, joint production committees and suggestion schemes set up in order to
accommodate the new realities. In the industries that were nationalised in the 1940s,
employers were placed under a statutory duty to negotiate with unions representing
employees. To help achieve this, the government encouraged the appointment of person-
nel officers and set up the first specialist courses for them in the universities. A personnel
management advisory service was also set up at the Ministry of Labour, which still
survives as the first A in ACAS (the Advisory, Conciliation and Arbitration Service).

Theme 4: organisation
The late 1960s saw a switch in focus among personnel specialists, away from dealing
principally with the rank-and-file employee on behalf of management, towards dealing
with management itself and the integration of managerial activity. This phase was char-
acterised by the development of career paths and of opportunities within organisations
for personal growth. This too remains a concern of HR specialists today, with a signifi-
cant portion of time and resources being devoted to the recruitment, development and
retention of an elite core of people with specialist expertise on whom the business
depends for its future. Personnel specialists developed techniques of labour or workforce
planning. This is basically a quantitative activity, boosted by the advent of information
technology, which involves forecasting an organisation’s likely future skills needs and
taking steps to ensure that they are met in practice.

Theme 5: HRM
The term ‘human resources’ was commonly used by social scientists in contrast to ‘natural
resources’ for much of the twentieth century (see Ginzberg 1958), and a journal called
Human Resource Management was launched at Michigan University in 1961. But the term
‘HRM’ only came to be used commonly in organisations in the 1980s when courses with
that name began to be offered as part of MBA programmes at leading American busi
ness schools. Before long ‘HRM’ replaced ‘personnel management’ and is now almost
universally used in organisations across the world. The change of label coincided with
the decline of trade union influence in many organisations and, consequently, with the
seizing by managers of the opportunities that this decline gave them. Previously, across
most industrialised countries, industry-level collective bargaining systems had prevailed
through which terms and conditions of employment were negotiated by trade unions
and employer’s associations on behalf of almost everyone in the country who worked in
that industry. As a result pay, along with many other rules and management policies,
were the same throughout a whole industry in each country, meaning that these were not
issues about which local managers could make decisions. With the decentralisation of
bargaining and the rise in many industries of non-union firms, managers in the private
sector found themselves free and able to develop their own, local policies and practices.

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Some chose to adopt a macho approach, particularly during recessionary periods when
employees were in no position to resist the introduction of efficiency and cost-saving
measures, leaner organisational structures and downsized workplaces. Others sought to
enhance their profitability and competitiveness by seeking to gain employee commitment
and by investing in their people. Either way, it was not long before organisations began to
take an explicitly strategic approach to the management of human resources, setting objec-
tives and seeking in a more proactive way to achieve these. As time went by the same kinds
of approaches were increasingly used in the public sector too, so that by the turn of the
millennium it was the norm for organisations to employ HR managers, officers and
assistants whose aim was to add value by carrying out the four areas of activity we set out
above in as efficient and effective a manner as possible. The objective, quite explicitly, was
to make a major contribution to the achievement and maintenance of competitive advantage.

Theme 6: a ‘new HR’?

Some writers and commentators have recently begun to argue that we are now witnessing
the beginning of a new sixth stage in the evolution of personnel/HR work. While there
is by no means a clear consensus about this point of view, it is notable that leading thinkers
have identified a group of trends which they believe to be sufficiently dissimilar, as a bundle,
from established practices to justify, at the very least, a distinct title. Bach (2005: 28–9),
for example, used the term ‘the new HR’ to describe ‘a different trajectory’, which is now
beginning to become discernible. Others have started using the term HR 2.0, likening
recent developments to a new and improved edition of a software package. A number of
themes are identified including a more global perspective, a tendency for issues relating to
legal compliance to move up the HRM agenda and the rise of multi-employer networks
which Bach calls ‘permeable organisations’. Here, instead of employees having a single,
readily defined employer, there may be a number of different employers, or at least more
than one organisation which exercises a degree of authority over their work. Examples
are found in public–private partnerships, joint ventures, franchises, situations where work
is outsourced by one organisation to another, in the employment of agency workers and
where strong supply chains are established consisting of smaller organisations which are
wholly or very heavily reliant on the custom of a single large-client corporation.
Another apparently new trajectory can be summarised as an approach to the employ-
ment relationship which views employees and potential employees very much as indi-
viduals or at least small groups rather than as a single group and which seeks to engage
them emotionally. It is associated with a move away from an expectation that staff will
demonstrate commitment to a set of corporate values which are determined by senior
management and towards a philosophy which is far more customer focused. Customers
are defined explicitly as the ultimate employers and staff are empowered to act in such a
way as to meet their requirements. This involves encouraging employees to empathise
with customers, recruiting, selecting and appraising them according to their capacity to
do so. In turn, and this is what seems to make ‘the new HR’ different from established
HRM, managers are starting to refer to the staff and line managers whom they ‘serve’
as their ‘internal customers’, a client group which they aim to satisfy and which they
survey regularly as a means of establishing how far this aim is in fact being achieved.
Another term that is becoming very much more commonly used in HR is ‘strategic
business partner’. The image conjured up here is of the HR manager as internal consultant,
assisting clients in the achievement of their objectives and expecting to be judged on results.

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The practice of viewing staff as internal customers goes further still in some organ
isations with the use of HR practices that borrow explicitly from the toolkit of mar
keting specialists (see Edwards and Bach 2013). We see this in the widespread interest
in employer branding exercises (see Chapter 7) where an organisation markets itself in
quite sophisticated ways, not to customers and potential customers, but to employees
and potential employees.
Gratton (2004) shows how highly successful companies such as Tesco go further still
in categorising job applicants and existing staff into distinct categories which summarise
their principal aspirations as far as their work is concerned, in much the same way that
organisations seek to identify distinct market segments to use when developing, design-
ing, packaging and marketing products and services. Such approaches aim to provide an
‘employee value proposition’ which it is hoped will attract the right candidates, allow the
appointment of highly effective performers, motivate them to provide excellent levels of
service and subsequently retain them for a longer period of time.
Lepak and Snell (2007) also note a move in HR away from ‘the management of jobs’
and towards ‘the management of people’, which includes the development of employ-
ment strategies that differ for different groups of employees. Importantly this approach
recognises the capacity that most people have to become emotionally engaged in their
work, with their customers, with their colleagues and hence (if to a lesser extent) with
their organisations. The employment relationship is not just a transactional one in which
money is earned in exchange for carrying out a set of duties competently, but also a
relational one which involves emotional attachments. The ‘new HR’ understands this
and seeks to manage people accordingly.
Cardy et al. (2007) are also keen to advocate the repositioning of the HR function as
one which is focused on providing services to ‘internal customers’ who the aim is to
satisfy. Like Gratton they argue in favour of a degree of segmentation. They also take
the concept of ‘customer equity’ long used by marketing analysts and apply it to the
employment relationship, developing the notion of ‘employee equity’. The argument
they advance is complex, but at base they advocate thinking about employment from the
perspective of the employee and to take steps which serve to:

• increase the value employees perceive that they derive from the relationship (value equity);
• improve the reputation of the organisation as an employer (brand equity);
• establish and maintain high levels of loyalty with employees (retention equity).

Saunders and Hunter (2009) adopt the same philosophy, but focus on the practicalities
of transforming a traditionally focused HR function into one which sees managers and
employees at all levels as customers who the function needs to satisfy if it is to achieve
its wider, longer-term objectives.
What we appear to be seeing here is a repositioning of HR thinking and activity.
The aim is the same, that is to help the organisation achieve its objectives, but the
means are different. Instead of simply devising and then operationalising HR strategies
and policies which suit the short-term, current, financial needs of the organisation,
there is an increased recognition that this cannot be done successfully over the longer
term without the active engagement and support of people. In a world where many are
employed because of their knowledge, in which skills that employers seek are often
scarce and in which employees enjoy substantial protection from the law, there are major
limits imposed on the extent of management’s freedom to manage people at will. The

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Chapter 1 The nature of human resource management

most successful organisations are thus those which are best able to recruit good people,
retain them and motivate them. This means looking after their interests and involving
them as far as is possible in decision making – often using technologies that enable
collaborative decision making. Hence we see the evolution of thinking based around
internal customers, collaboration, partnership and employee engagement which are
characteristic of the new HR trajectory.

Activity 1.2
Gratton (2004) reports that Tesco uses the following five ‘identities’ to categorise its staff.
The way that they are managed and the reward packages that are available to them can
thus be tailored so as to be more appropriate to the needs and aspirations of each individual:
• work–life balancers
• want it all
• pleasure seekers
• live to work
• work to live
Which of these categories best describes you as far as your present employment is
concerned? What about friends and members of your family? Choose any two of the
categories and think about in what ways it would make sense to manage people in each
group differently from one another.

HRM and the achievement of organisational

effectiveness
As Storey et al. (2009: 4) point out, unless HR activity can be shown to add value to an
organisation, there is no point in devoting time and resources to it except insofar as is
necessary ‘to comply with prevailing employment laws or to meet minimum operational
requirements in hiring, firing, labour deployment and the like’.
So for the past two decades the theme which has dominated the HR research agenda
has been the study of links between HR practices and organisational effectiveness.
Two main types of research have been carried out extensively in this field:
1 The first involves establishing correlations between superior business performance as
measured against a range of indicators and the presence of HR practices in thousands
of organisations. Major examples of this kind of research are the studies carried out
by Huselid (1995) in the USA and by Guest and his colleagues (2003) in the UK.
2 The second involves seeking to establish through interviews in successful case study
organisations what factors have contributed to their growth, profitability, quality of
service, etc. This type of work has been carried out by researchers such as Pfeffer
(1994, 1998) in the USA and by John Purcell in the UK.

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Both streams of research have produced strong, if by no means inconclusive, evidence to

suggest that organisations which adopt appropriate, sophisticated, ‘good-practice’ HR
practices are more likely to meet their business objectives over the long term than those
which do not. What these business objectives are varies from organisation to organisa-
tion and industry to industry. For major private-sector corporations the aim is to gain
and maintain sustained competitive advantage. For smaller organisations in the private
and voluntary sectors growth or survival are key objectives. In the public sector organ-
isational effectiveness and meeting government targets are the key objectives defined in
terms of meeting a service need as cost-efficiently as possible and to the highest achiev-
able standard of quality. In all these situations good HRM can be shown to correlate
with the achievement of core business objectives, particularly when skills are in relatively
short supply or where the potential contribution made by individual employees to the
success of an organisation is substantial.
What is less clear is exactly through what processes HR makes this contribution.
There are a number of possibilities, none of which are mutually exclusive:

• Good management and the establishment of a positive employment relations climate

mean that an organisation is better able than its competitors to recruit, retain and
motivate staff. Superior performance results because the best performers want to
work for the organisation, because they are motivated to work hard and demonstrate
commitment once employed, and because there is less resistance to change and a
greater capacity to seize opportunities when they arise.
• Effective HRM alongside good management of other functions allows an organisa-
tion to develop and maintain a strong and positive corporate reputation. This enables
it to raise money with relative ease when it is needed and also helps to ensure that
managers of investment funds and financial advisers see it or its shares as a desirable
place to put their clients’ money. The maintenance of a positive reputation in the
media is also an important objective as this helps to maintain and grow the customer
base. A reputation for ethical management is increasingly important in this context.
• There is a big difference between the rhetoric of HRM, which is positive and people
centred, and the experienced reality in many organisations. In the real world HRM is
focused on reducing labour costs and extracting greater value for organisations from
their human resources. This leads to the intensification of work and more efficient
operations, and it is these which account for the apparent link between HRM and
measures of corporate financial performance.
• The relationship between HR and business performance is in fact the other way
around. The presence of a correlation does not mean that there is any causal relation-
ship. Any HR contribution to the maintenance of superior business performance is
limited. Having gained its competitive advantage, an employer has the resources to
develop good HR practices.
Fleetwood and Hesketh (2010) rightly warn against uncritical acceptance of the findings
of studies that link HR practices to business outcomes. Ultimately, they point out, it is
the people who work in organisations who are generally responsible for the achievement
of sustained superior business performance. At best all HR practices and policies can do
is play ‘an enabling role’ in this process and in many organisations there is little evidence
to suggest that the average employee’s commitment or level of engagement is linked
particularly closely to the formal ‘architecture’ of HRM.

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Purcell et al. in 2003 and in subsequent publications also stress the inadequacy of
thinking that assumes having in place a range of ‘good-practice’ HR policies and prac-
tices will lead inexorably to the achievement of sustained, superior business perform
ance. Their research strongly suggests that this can help, but they argue that what really
makes the difference in practice are sufficient numbers of line managers who are both
willing and able to give life and meaning to the policies and practices. These are
the people with whom employees interact on a day-to-day basis, and unless they buy in
to the ideas that underpin progressive HRM and manage their teams accordingly, the
chances that well-chosen HR policies will have any serious impact on organisational
performance are very limited. Purcell et al. (2003) point out that poor implementation of
policies and practices by line managers who have not bought into them is often worse for
the organisation than not having any policies at all.
The central importance of the mediating role played by line managers in the delivery
of HRM was further stressed by Purcell and Hutchinson (2007) in their identification of
a ‘people management–performance causal chain’ and by Nishii and Wright (2008) in
their ‘process model of HRM’ (see Den Hartog and Boon 2013). Both argue that an
important distinction must be made between ‘intended HR practices’, how these are
typically perceived by employees and what impact they actually have in practice. Without
effective communication and, crucially, the active support of line managers in imple-
menting the policies, there is little chance that the desired outcomes will ever materialise.
It follows that all managers in an organisation must take a good deal of responsibility
for the delivery of HRM practices if they are to add value in any meaningful way.
Increasingly, others play a role too as HRM in organisations is less and less shaped by
generalist HR managers alone. In larger organisations there is scope to employ people
to specialise in particular areas of HRM. Some, for example, employ employee relations
specialists to look after the collective relationship between management and employees
and to provide advice about legal developments. Further common areas of specialisation
are training and development, recruitment, reward management and health and safety.
In all these areas there is an increasing tendency for the term ‘consultant’ to be used
instead of ‘officer’ or ‘manager’, indicating a shift towards a situation in which line man-
agers determine the services they want rather than these being prescribed by a central
HR function. Indeed, it is not at all uncommon nowadays for these aspects of HR work
to be undertaken on behalf of organisations by subcontractors or independent consult
ants rather than by directly employed HR officers.
While responsibility for making sure that HRM really does add value for an organ
isation rests with all managers, it typically remains the role of HR managers with a
generalist remit to shape the policies and practices that are ultimately implemented.
Subsequently, their job is not merely to enable, but also actively to promote the effective
implementation of these practices. It may be an enabling role, but it is nonetheless a
crucial one. And on the question of which types of approaches are most likely to under-
pin superior business performance, the research that has been carried out over the last
twenty years is fairly conclusive. The need, quite simply, is for organisations to achieve
the core HR objectives described above more effectively than their competitors are
able to. When this is achieved the result tends to be high levels of trust, a strong sense
of shared purpose and an enhanced capacity for recruiting, retaining, motivating and
engaging an excellent workforce that is both willing and able to adapt to changed cir-
cumstances when necessary. Purcell et al. (2003), like other researchers, stress the role
that a bundle of progressive HR practices can play in bringing about these outcomes:

M01_TORR6634_09_SE_C01.indd 17 1/14/14 4:54 PM

Part 1 Human resource management in changing times

Figure 1.1
HRM roles and
objectives

• giving people career development opportunities;

• giving people influence over their own area of work;
• making jobs challenging and interesting;
• providing good training;
• appraising people regularly on their individual performance;
• teamworking;
• involving employees in decision making;
• providing a good work–life balance;
• employing line managers ‘who are good at leadership and who show respect’.
A further potential contribution made by the HR function involves recognising the sig-
nificance of the organisation’s people as an effective barrier preventing would-be rivals
from expanding their markets into territory that the organisation holds. The term
‘human capital’ is more and more used in this context to signify that the combined
knowledge and experience of an organisation’s staff are a highly significant source of
competitive advantage, largely because these things are difficult for competitors to repli-
cate easily. Attracting, engaging, rewarding, developing and retaining people effectively
is thus vital. Failing to do so enables accumulated human capital to leak away into the
hands of competitors, reducing the effectiveness of commercial defences and making it
harder to maintain competitive advantage.
Fostering a positive reputation among would-be investors, financial advisers and
financial journalists is also an aspect of organisational effectiveness to which the HR
function makes a significant contribution. Key here is the need to reassure those whose
job is to assess the long-term financial viability of the organisation that it is competently

M01_TORR6634_09_SE_C01.indd 18 1/14/14 4:54 PM

Chapter 1 The nature of human resource management

managed and well placed to meet the challenges that lie ahead in both the short and the
longer term. The ability to attract and retain a strong management team is central to
achieving this aspect of organisational effectiveness, as is the ability of the organisation
to plan for the future by having in place effective succession planning arrangements and
robust systems for the development of the skills and knowledge that will be key in the
future. Above all, financial markets need to be assured that the organisation is stable and
is thus a safe repository for investors’ funds. The work of Stevens and his colleagues
(2005) is helpful in this context. They conceive of the whole HR contribution in terms
of the management of risk, the aim being to ensure that an organisation ‘balances the
maximisation of opportunities and the minimisation of risks.’
Finally, the HR function also plays a central role in building an organisation’s reputa-
tion as an ethically or socially responsible organisation. This happens in two distinct
ways. The first involves fostering an understanding of and commitment to ethical con-
duct on the part of managers and staff. It is achieved by paying attention to these objec-
tives in recruitment campaigns, in the criteria adopted for the selection of new employees
and the promotion of staff, in the methods used to develop people and in performance
management processes. The second relates to the manner in which people are managed.
A poor ethical reputation can be gained simply because an organisation becomes known
for treating its staff poorly. In recent years well-known brands of fast food chains in the
UK have suffered because of their use of zero hours contracts, while several large multi-
nationals have had their reputations stained by stories in the media about the conditions
under which their employees in developing countries are required to work.

Summary propositions
1.1 It is possible to identify two distinct definitions of the term ‘human resource management’.
The first describes a body of management activities, while the second signifies a particular
approach to carrying out those activities.

1.2 HR managers are concerned with meeting four distinct sets of organisational objectives:
staffing, performance, change management and administration.

1.3 HRM activities are carried out in various ways through various forms of organisational struc
ture. In some larger organisations HR generalists work alongside specialists in particular HR
disciplines.

1.4 HRM can be characterised as one of the more recent in a series of incarnations that person
nel practitioners have developed since the origins of the profession over 100 years ago.

1.5 The HRM function contributes to the achievement of different dimensions of organisational
effectiveness. Prominent are the gaining and maintaining of competitive advantage, the
fostering of a positive standing in financial markets and the development of a reputation for
corporate social responsibility.

M01_TORR6634_09_SE_C01.indd 19 1/14/14 4:54 PM

Exploring the Variety of Random
Documents with Different Content
Tässä kielletään lopullisesti sotapäälliköiden subjektivisen
katsantokannan merkitys, mikäli on kysymys tuomioiden
muuttamisesta; katsotaan että tämä heidän katsantokantansa voi
olla liian hellä eikä sopusoinnussa korkeamman valtakunnanpolitiikan
ja yleishyvän vaatimusten kanssa.

*****

Näinä päivinä tulee tässä kidutuskammioissa käsiteltäväksi uusi,

peräti tavaton juttu, joka, erityiskohtiinsa nähden, on suurimmassa
määrin traagillinen.

Riian läheisyydessä sijaitsevassa Frauenburgissa pysäytti

Joulukuun tapausten aikana suuri väkijoukko konstaapeli Sirmelin,
vaatien häneltä hänen sapeliaan ja revolveriaan.

Konstaapeli antoikin aseensa ja kohtaus loppui ilman

verenvuodatusta.

Tultuaan poliisikamariin Sirmel teki asiasta kirjallisen ilmoituksen,

jossa hän selitti, että väkijoukossa, silloin kun häneltä otettiin aseet,
oli ollut eräs Leppe, jonka ristimänimeä Sirmel ei tiennyt.

Kun sittemmin näyttämölle ilmestyi syyllisten rankaisemista varten

lähetetty eversti Wisirowin ynnä vapaaherra Rahdenin johtama
rangaistusosasto, vangittiin paljon ihmisiä, joista sitten suurin osa
everstin käskystä, ilman oikeuden tuomiota, ammuttiin.

Vangittujen joukossa oli myös Jaakko Leppe.

Hänen telottamistaan esti pieni seikka, se nimittäin, että Jaakko

Leppellä oli vielä veli konstaapeli; Sirmel taas ei tiennyt sanoa
Leppen ristimänimeä eikä myös, vastakkain kuulusteltaessa, voinut
osoittaa väkijoukossa näkemäänsä henkilöä.

Silloin tyly eversti teki todella viisaan päätöksen: jottei tapahtuisi

erehdystä, jott'ei toinen veli voisi syyttää toista siitä että hänet
viattomana telotetaan, eversti Wisirow käski ampumaan molemmat.

Ja he vietiin ammuttavaksi — — —

Silloin heidän isänsä, vanha Leppe, saatuaan tiedon komentajan

julmasta päätöksestä, lankesi hänen jalkainsa juureen ja alkoi
rukoilla säästämään hänen poikainsa henkeä.

"Olen kauvan palvellut Keisaria ja isänmaata! — hän sanoi — olen

vanha vääpeli! — — — Turkin sodassa minä menetin käteni — — —
Minä en voi millään ansaita leipääni, minun kaksi poikaani ovat minut
elättäneet — — — Armahtakaa heitä! Armahtakaa minua! — — —
Minun täytyy kuolla nälkään, taikka joudun minä vanhoina päivinäni
mieron tielle."

Nämät yksinkertaiset ja koruttomat rukoilevat sanat liikuttivat hra

Wisirowin sydäntä; hän tuli armeliaaksi ja, hänen sydämeensä
tulvaavien hyvien tunteiden elähdyttämänä, hän vastasi:

"Minun on sääli sinua, ukko; valitse toinen pojistasi — — —

kumman tahdot jättää itsellesi?!" — — —

Ja isä valitsi — — —

Kauvan hän oli kahden vaiheilla. Kumpikin poika oli hänelle kallis ja
rakas. Hetki oli kauhea, siitä oli riippuva hänen poikainsa kohtalo:
toinen heistä tulisi kohta tapettavaksi, toinen tulisi pelastetuksi
veljensä veren hinnalla — — —
Hänen sydämensä vuoti verta, hän katseli vuoroin kumpaakin
poikaansa, eikä tiennyt kumman heistä hän lähettäisi kuolemaan.

Toinen heistä, Jaakko, oli ruumiiltaan luja, luonteeltaan

tuimapäinen, raju, oli usein tottelematon isäänsä kohtaan, riiteli
hänen kanssaan; mutta isä oli aina pitänyt arvossa hänen
työkykyään, työhaluaan, taitavuutta, millä hän ymmärsi taistella
elämän vastoinkäymisiä vastaan, lujamielisyyttä, jota hän osoitti
pyrkiessään saavuttamaan tarkoitusperänsä.

Toinen taas oli raihnas, kivuloinen, ruumiiltaan heikko; veljestään

hänet eroitti hänen luontonsa lempeys, hänen rakkautensa ja
huomaavaisuutensa isää kohtaan, ihanteellisempi elämänkatsanto;
hän oli luonteeltaan haaveksivampi, runollinen, rakasti luontoa;
hänen työkykynsä taas oli heikompi kuin Jaakko veljen.

Vanhuksen sydän kääntyi erityisellä rakkaudella tämän hänen

toisen poikansa puoleen; hänelle se antoi etusijan! — — —

Mutta järki puhui toista!

Kylmä järki sanoi vanhukselle, vasten hänen tahtoaan, että Jaakko

oli hänelle tarpeellisempi, hyödyllisempi — — —

Kysymys olemassaolosta, ikuinen kysymys leivästä himmensi

vanhuksen ymmärryksen, ja itsekään tietämättä mitä hän teki, sitä
tajuamatta — hän osoitti — Jaakkoa.

Silloin heti, vanhuksen nähden, tuo hänen rakas poikansa

ammuttiin kuoliaaksi, ja Jaakko jätettiin elämään.

Jonkun ajan kuluttua loppui rangaistusretkikunnan verinen

sankaritarina, ja sen sijalle tuli vastajärjestetty kidutuskammio.
Selailtuaan poliisipöytäkirjoja, panivat Riian kidutuskammion
avuliaat jäsenet uudestaan vireille jutun sapelin ja revolverin
ottamisesta konstaapeli Sirmeliltä, ja uudestaan ilmestyi näyttämölle
eräs Leppe, jonka konstaapeli Sirmel oli nähnyt väkijoukossa.

Poliisin toimesta eloon jäänyt Jaakko Leppe vangittiin; sotaoikeus

ja poliisiviranomaiset eivät enää epäilleet etteikö poliisipöytäkirjassa
mainittu Leppe ole juuri Jaakko Leppe, joka oli väkijoukossa ja joka
rauhassa elelee Frauensburgissa, koskapa toista Leppeä ei enää ole
maailmassa — — —

Toisen Leppen on jo tämän saman asian vuoksi ampunut eversti

Wisirowin rangaistusosasto — — —

Nyt Jaakko Leppen juttu piakkoin joutuu tämän sotatribunaalin

käsiteltäväksi ja kanne häntä vastaan on nostettu 279:nen pykälän
[nim. Venäjän rikoslain. Suom. muist.] nojalla, jonka mukaan häntä
uhkaa kuolemanrangaistus.

Todistajia haastamasta oikeus kieltäytyi ja vasta senjälkeen, kun

hra
Sjablowskij oli tallettanut rahat, se salli haastaa heidät.

Kahdeksan henkilön rikosjuttu ja telotus Riiassa.

Äskettäin Riiassa telotettiin sotatribunaalin tuomion mukaan

kahdeksan henkeä; valitusta ei annettu tehdä ja tuomio pantiin
täytäntöön heti kun se oli tullut lainvoimaiseksi.
Puolustajina jutussa olleiden asianajajain lausunnon mukaan kuusi
henkeä telotettiin syyttömästi; todistajain lausunnoilla oli näytetty
toteen heidän alibinsa.

Sisäasiain ministeri on käskenyt lähettää itselleen tämän jutun

asiakirjat sähköteitse; lähtiessäni Riiasta minä myös otin mukaani
jutun kaikki asiakirjat, mutta minulla ne ovat täydellisemmät
sentähden, että ministerillä ei ole todistajain lausuntoja, joita
sotaoikeudessa ei merkitä pöytäkirjaan, mutta minulla taas on kaikki
todistajain lausunnot, jotka eräs puolustajista oikeudessa kirjoitti
muistiin.

Tässä rikosjutussa samoin kuin muissakin, kanne perustui

"vilpittömiin tunnustuksiin", joita pyövelit, olivat hankkineet Riian
kidutuskammioissa.

Heikoimmiksi kidutetuista osoittautuivat kaksi: Windeus ja Tarksh,

ja he tunnustivat syyllisiksi muut syytteenalaiset sekä myös itsensä.

Heidän "vilpittömät tunnustuksensa" oli kumminkin saatu suurella

vaivalla. Kaikkia syytteenalaisia oli kidutettu kovasti, varsinkin
Windeusta ja Tarkshia; oikeudessa oli aineellisena
todistuskappaleena syytteenalaisen Eglitin veriset alusvaatteet, häntä
oli siihen määrään rääkätty, että hänen alusvaatteensa olivat tulleet
ihan verisiksi.

Erittäin tarmokkaasti oli "tunnustusten" hankkimiseen ottanut osaa

korttelinpäällysmies Wasmont. Hän oli osoittanut erityistä
petomaisuutta ja epäinhimillisyyttä.

Oikeuden istunnossa vankilanvälskäri Freimann kertoi

lausunnossaan että vankilaan usein oli tuotu pahasti piestyjä
henkilöitä. "Muistan, — hän sanoi — että puoleeni kääntyi eräs
Windens, jonka hampaat olivat lyönneistä aivan höllät".

Todistaja Jansson kertoi että syytteenalaista Meijeriä oli piesty niin

että pää ja selkä olivat veressä.

Todistaja Weinberg kertoi että syytteenalaista Saul'ia oli siihen

määrään piesty poliisin kidutuskammiossa, että hän ei voinut
nukkua, siitä syystä että hänen päänsä ja selkänsä olivat kauheasti
rikkihakatut.

Sama todistaja kertoi Windeuksen selän olleen sinisenä.

Todistaja Andreas Kalnit kertoi että syytteenalaisen Saulin korva ja

silmä olivat olleet sinisinä, minkä hän oli nähnyt omilla silmillään, ja
että syytteenalaiselta Sipolilta oli lyöty hampaat suusta.

Todistaja Ivan Golets kertoi että Saulia oli kauheasti piesty

poliisikonttorissa ja samalla vaadittu häntä vilpittömästi
tunnustamaan kaikki, sekä sanottu että jos hän tunnustaa, niin
häntä ei enää lyödä, mutta muussa tapauksessa häntä piestään
kunnes hän tunnustaa kaikki.

Olen jo ennen eräässä luvussa maininnut mitä

todistajalausunnoissaan kertoi vankilalääkäri Wibe, joka oli
tarkastanut kidutuskammioissa piestyjä syytteenalaisia.

Nyt jokainen voi käsittää minkälaiset "vilpittömäin tunnustusten"

ainekset oikeudella oli, ja voiko näiden ainesten perusteella tuomita
kuolemaan sekä senjälkeen telottaa kahdeksan henkeä.

Sitäpaitsi on otettava huomioon että puolustajat olivat näyttäneet

toteen kuuden henkilön alibi’n, mutta siitä huolimatta ei tämäkään
asianhaara saanut hillityksi pyövelin kättä.

Kaksi veljestä Kalei telotettiin syyttöminä yksinomaan sillä

perusteella, että kun väkijoukko riisui aseet poliisimieheltä, joku
joukosta selvästi oli sanonut: "kali" mutta kun puolustaja kysyi
kielenkääntäjältä mitä merkitsee lättiläinen sana "kali", niin havaittiin
että "kali" — on seppä.

Ja kuitenkin, katsomatta siihen mahdollisuuteen että sana "kali" ei

ollut tarkoittanut nimeä, ja huolimatta siitä että todistajain
lausunnoilla oli näytetty toteen kummankin veljen alibi, he
molemmat telotettiin.

Todistajain lausunnoista kävi selville että enimmän kaikista oli

kidutettu Meijeriä; jostakin syystä pyövelit olivat kiinnittäneet häneen
suurimman huomion ja kaiketikin nähneet hänestä paljo vaivaa
kidutuskammiossaan.

Meijer oli erinomaisen miehuullinen ja luja mies; itsepintaisesti hän

kieltäytyi tunnustamasta itseään syylliseksi huolimatta kaikista
kidutuksista, joita sai kärsiä. Häntä rääkättiin hellittämättä ja
useampaan eri kertaan, eikä häneltä sittenkään saatu kiskotuksi
ainoatakaan "vilpittömän tunnustuksen" sanaa, ei muihin
syytteenalaisiin eikä myös häneen itseensä nähden.

Sotilaskollegio samaten asetti hänet tärkeimmälle sijalle, se kun

sanoi hänen olleen pääsyyllisen rikokseen; oikeus katsoi hänellä
olleen rikoksessa pääosan.

Huolimatta siitä, että oli tullut toteennäytetyksi hänellä olleen

alibi’n, hän myöskin tuomittiin kuolemaan.
Muista syytetyistä herätti erityistä huomiota eräs Sipol. Hän oli
hyvin melankoolinen ja mieleltään kauhean masentunut. Kaikkiin
kysymyksiin, jotka hänelle tekivät syyttäjä ja puolustajat, hän aina
vastasi samoilla sanoilla: "Minä olen aivan syytön! Sen vannon!"

Luonnoltaan hän oli tavattoman hiljainen ja arka, ja hänen

ulkonäöstään sai sellaisen vaikutuksen, ettei hän ollut voinut ottaa,
toimivana henkilönä, osaa rikokseen.

Hän herätti suurta sääliä, ja vasten tahtoa valtasi mielen pelko

ajatellessa että tuleekohan tosiaan tämäkin viaton veri vuotamaan.

Puolustajat näyttivät toteen että siinä silmänräpäyksessä, kun

rikos tapahtui, Sipol oli kaupungissa, kotona, ja rikos taas tapahtui 5
—6 virstan päässä kaupungista.

*****

Tuli Toukokuun 14 päivä — keisarillinen juhlapäivä.

Kaikki kahdeksan kuolemaan tuomittua olivat, kuunnellessaan

heitä katsomaan tulleiden omaistensa ja sukulaistensa vakuutuksia
ja toiveita sekä heidän lohduttavia puheitaan siitä, että heidät
keisarillisena juhlapäivänä armahdetaan, tahtomattaan antaneet
tämän toivon tunteen vallata mielensä.

Ovathan he ihan syyttömiä! Luulisipa ettei tässä edes tarvitse

osoittaa armeliaisuutta, vaan ainoastaan oikeutta!

Ja heidän toivonsa kasvoi yhä lujemmin, he alkoivat toivoa että

keisarillisena juhlapäivänä korkein hallintovalta ehkä osoittaa heitä
kohtaan oikeutta eikä vuodatakkaan heidän viatonta vertaan.
Kului päivä, kului yö; tuli toinen päivä — — — heitä ei viedä
telotettavaksi.

Ja sillä aikaa toivo yhä kasvoi ja vahvistui! —

Tuli pimeä, synkkä yö. Koko vankila nukkui raskaasti.

Väsyneinä, loppumattoman pitkästä kuoleman odottamisesta ylen

kärsineinä, he olivat vaipuneet levottomaan, rauhattomaan uneen,
eivätkä aavistaneet että kuolema oli niin lähellä, että ollaan tulossa
heitä noutamaan.

Edellä kulki upseeri, luutnantti Petrow, johtaen Malo-Jaroslavin

rykmentin 16:sta komppaniaa.

Nämät sotamiehet eivät tienneet mitään, he olivat jo illalla saaneet

käskyn olla valmiina tänä yönä viemään valtiollisia vankeja vankilasta
toiseen. He eivät tienneet että menevät ihmisiä telottamaan.

Ja kun he astuivat sisään päärakennukseen, jossa kuolemaan

tuomitut olivat, niin vankilassa muuten vallitseva kuolonhiljaisuuden
äkkiä keskeytti satojen jalkain töminä ja aseiden kalske; sotamiesten
askeleet kaikuivat kumeasti tässä hautakammiossa — — —

Ja silmänräpäyksessä vankila heräsi! — — — Oli ikäänkuin olisi

sähkövirta iskenyt nukkuviin vankeihin, ja he hyppäsivät kaikki
vuoteiltaan — — —

Heille oli selvä mitä merkitsee tämä turmiota ennustava melu noin
tavattomaan aikaan.

Ja tällä kauhealla hetkellä, kun he tulivat tietoihinsa, kun he

raskaasta, painajaisentapaisesta unesta siirtyivät vielä raskaampaan
ja hirmuisempaan todellisuuteen, tapahtui jotakin eriskummallista,
kamalaa. Vankilassa nousi mieletön, epäinhimillinen kiljunta.

Paitsi kahdeksaa kuolemaan tuomittua siellä, vankilassa, oli vielä

muutama sata valtiollista vankia, joita kukaties jonkun päivän
perästä odotti sama kauhea kohtalo.

Kuului erinäisiä raivokkaita huutoja: "Toverit, tehkää vastusta! —

— — Elkää antautuko elävinä pyövelien käsiin! — — — Tehkää
vastarintaa! — — —

"Me autamme teitä kaikki! — — — Tappakoot teidät täällä,

taistelussa — — — mutta elkää menkö telotettavaksi, —
teurastettavaksi — niin kuin olisitte elävää lihaa! — — — Tehkää
vastarintaa! — — — Vankila jymisi.

"Silloin vasta sotamiehet ymmärsivät mihin työhön heidät oli

lähetetty. Heidän mielensä kävi kaameaksi — — —

"Nähdessään sotamiesten masentuneen mielentilan luutnantti

Petrow kohta komensi heidät menemään heille näytettyihin
koppeihin ja ottamaan tuomitut väkisin.

"Lukot rasahtivat, kuului kuinka ovet avattaessa kolisivat — — —

ja nyt alkoi jotakin hirveätä, julmaa, jotakin, jota on mahdoton
itselleen kuvitella ‒ ‒ ‒

"Kuolemaan tuomitut syöksyivät sotamiesten kimppuun,

käsikahakkaan, — alkoi taistelu!

"Huudot kävivät kovemmiksi — — — Vankila vapisi

epäinhimillisestä parkunasta, kuolemankäden tuskallisista huudoista.
"Muutamat, pitäen taistelua sotamiehiä vastaan toivottomana,
juoksivat ikkunain luo ja alkoivat iskeä päätään rautaristikkoon,
toivoen siten saavansa pikaisen kuoleman; toiset yrittivät heittäytyä
pää edellä maahan yläparvelta, mutta sotamiehet estivät siitä.

"Sipol yksinään ei tehnyt vastarintaa; hän katseli ympärilleen kuin

mielipuoli, mitään ymmärtämättä, ja hoki hiljaa itsekseen: 'Minä olen
viaton, minä olen aivan syytön! Sen vannon!'"

Kovinta ja kestävintä vastarintaa teki Meijer. Hän oli äärettömän

väkevä ja hyvin suurikasvuinen, ja kamppaili kauvan sotamiehiä
vastaan.

Kopin pienuuden vuoksi sotamiehet eivät voineet käydä hänen

kimppuunsa kaikilta puolin ja käyttäen hyväkseen tällaisen aseman
tarjoomia etuja hän voitokkaasti torjui heidän hyökkäyksensä.

Hän ponnisti tappelussa viimeiset voimansa, toivoen tässä

epätasaisessa taistelussa saavansa uljaana nähdä kuolemansa
kasvoista kasvoihin!

Tämä taistelu oli hirvittävä: toiselta puolen kymmenittäin miehiä

pistimet ojossa, kiväärin perillä iskien, toiselta — yksi kuolemaan
tuomittu, joka, hyvin tietäen että pelastusta ei löydy, että hänen nyt
täytyy erota elämästä, taisteli, aseinaan tuoli, pöytä ja lujat, terveet
nyrkit.

Mutta taistelu oli epätasainen. Hänen voimansa heikontuivat;

saivat hänen kaadetuksi lattialle ja alkoivat julmasti piestä, kostoksi
siitä että hän oli tehnyt vastarintaa.

Senjälkeen sidottiin hänen kätensä ja jalkansa.

Kutakin kahdeksasta ympäröi rengas sotamiehiä; Meijer nostettiin
seisaalleen, hänen jaloistaan otettiin köydet, ja kaikki vietiin,
vartioston saattamina, ulos vankilasta.

Tämä oli tuskallinen, raskas hetki vankilan elämässä.

Niiden mieli, jotka elävinä jäivät koppeihinsa, oli kenties yhtä

raskas kuin telotettavaksi vietyjen.

Kahdeksan kuolemaan tuomittua vietiin vankilan pihalle;

sotamiehet ympäröivät heitä kaikilta puolin. Valoisana raitana hohti
taivaanrannalla koittavan aamun sarastus, karkoittaen yön pimeyden
ja ruskollaan tervehtien uutta päivää — — —

Heidät vietiin, läpi koko kaupungin, Väinäjoen rantaan,

miinaveneen ankkuripaikalle. Tämä miinavene kuuluu Väinäjoen
suussa 16—18 virstan matkalla Riiasta sijaitsevaan Ustj-Dvins'n
linnoitukseen. Sen ohjaamisesta pitää huolta neljä miinuria.

Tuomitut sijoitettiin miinaveneeseen; muutamat heistä yrittivät

heittäytyä veteen ja Meijer alkoi taas tapella. Hän viskattiin
uudestaan maahan ja hänen jalkansa sidottiin.

Vartiomies iski useampaan kertaan hänen päänsä lattiaan,

saadakseen hänen makaamaan liikkumatta, mutta Meijer ei
herennyt, vaan ponnisti kaikki voimansa päästäkseen irti nuorista.
Hän tuntui mielipuolelta.

Hänen silmänsä punottivat verestä, kasvot olivat, kuin järjettömän,

käännetyt pyöveleihin ja niissä paloi himo repiä heidät kappaleiksi.

Sotamiehet sanoivat että hän todella olikin mennyt järjiltään eikä

ollut muiden tuomittujen kaltainen. Sipol pysyi, kuin ennenkin,
erillään muista ja hoki hiljaa ja epäselvästi, ikäänkuin itsekseen:
"Minä olen aivan syytön! Sen vannon!" — — —

Muut lauloivat vallankumouksellisia lauluja, rohkaisten toisiaan.

Oli jo täysi päivä, vaikka aurinko ei vielä ollut kohonnut näkyviin

taivaanrannan takaa, kun miinavene saapui Väinäjoessa, lähellä
merta, sijaitsevan Manusholm'an saaren rantaan.

Tämä on vähäinen saari, jonka eteläosassa asuu kalastajia ja

pohjoisessa on Ustj-Dvina'n linnoitukseen kuuluvia
linnakevarustuksia. Siellä on myös kirkko.

Miinavene laski rantaan saaren pohjoisreunalle, lähellä linnaketta

ja sen uupuneet vangit vietiin maihin. Sama vartiosto kuljetti heidät
saaren merenpuoleisessa osassa olevalle hietanummelle.

Oli tyyni, ihana aamu. Nousevan auringon ensimäiset säteet loivat

iloisen hohteensa lavealle ulapalle, pieninä, kimaltelevina säkeninä
heijastuen hiljaisesta aallokosta.

Hopealta hohtavan veden reunustaman hiekkaisen rannan

hiekkajyväsistä samaten heijastuivat vastaheränneen Toukokuun
aamun kultaiset säteet.

Luonto riemuitsi! Se ei huomannut, ei tahtonut huomata ihmisten

julmuutta, häijyyttä, vääryyttä, se tahtoi lahjomattomalla
hyväilyllään, lämmöllään, sirolla kauneudellaan palkita poloisia näinä
elämästä eroamisen raskaina hetkinä.

Mutta erityisen raskasta oli erota elämästä juuri tänä ihanana

aamuna! Erityisellä voimalla nousi väkivaltaista kuolemaa vastaan
nuoren ihmisen tulta ja eloa hehkuva luonto; erityisen vahva oli halu
elää ja taistella — — —

Tuomittuja kiirutettiin telotuspaikalle. Telotus tuli tapahtumaan

myöhemmin kuin piti; aurinko nousi yhä korkeammalle ja tämä
verinen asia olisi pitänyt päättyä jo aamuhämärässä.

Lähellä näkyi jo kahdeksan hiekkaan kaivettua paalua, niiden

viereen oli luotu kuopat. Ruumisarkkuja ei ollut.

He vietiin telotuspaikalle, ja alettiin sitoa heitä paaluihin.

Tuli kauhea hetki. Sipol syöksyi, silmissään mieletön katse, ustj-

dvinalaisten jalkaväkisotamiesten kimppuun, jotka häntä köyttivät
paaluun, huutaen heille jotakin; kuului erinäisiä sanoja: "minä olen
syytön! Mistä syystä? Mistä syystä?" Mutta kun nuorat yhä
kireämmin kiertyivät hänen ruumiinsa ympäri ja solmu oli lopullisesti
vedetty umpeen ja jo tahdottiin heittää hänen päähänsä säkki, niin
hän, hulluna, yritti hampaillaan purra erästä sotamiestä,
ymmärtämättä enää mitä hän teki.

Hän oli tällä kauhealla hetkellä menettänyt järkensä! — — —.

Vaahto vyöryi hänen huuliltaan, ja nuorain kiristämänä hän kuoli,
hirveitä tuskia kärsien.

Toiset tuomitut pyysivät että sotamiehet eivät sitoisi heitä paaluun

eivätkä panisi säkkiä heidän päähänsä. Sotamiehet vastasivat ettei
heillä ole tähän oikeutta ja jatkoivat työtänsä.

Meijeriin nähden asia ei käynyt niinkään yksinkertaisesti: täytyi

käyttää suurta voimaa ja lyöntejä ennenkun hän saatiin köytetyksi
häpeäpaaluun.
Jalkaväkisotamiehille hän huusi:

— Muistakaa! Teille, sotamiehille, tulee paljon huonompi olo kuin

meille! Meidän veremme tulee pyövelien päälle! — — —

Suurella vaivalla saivat ustj-dvinalaiset jalkaväkisotamiehet

heitetyksi hänen päänsä ympäri säkin; hän yritti, samoin kuin Sipol,
karata heidän päällensä, koettaen iskeä hampaansa käsiin, jotka
häntä, sitoivat paaluun.

Senjälkeen heille luettiin tuomio, paalujen eteen asetettiin

Malojaroslavin rykmentin 16:sta komppania, ja luutnantti Petrow
komensi:

”Pli” ‒ ‒ ‒

Pamahti kolme yhteislaukausta. Ruumiit viskattiin paaluineen

kuoppaan ja niiden päälle luotiin jokihiekkaa — — —

Kaikki jäljet olivat kadonneet, hiekka kimelteli, kuten ennenkin,

kirkkaana paistavan auringon säteissä, ja iloiset laineet vyöryivät yhä
samalla tavoin kohti merta, vallattomina ajaen toisiaan takaa.

Vaan Malojaroslavin rykmentin sotamiesten sieluista tämän verisen

rikoksen jäljet eivät kadonneet, heidän, jotka tahtomattaan olivat
ampuneet kuoliaaksi syyttömiä ihmisiä. Tämän veren vuodatettuaan
he kävivät kovin alakuloisiksi.

Kun he poistuivat mestauspaikalta heidän korvissaan vielä

kaikuivat ammuttavien huudot; heidän silmänsä näkivät yhä
mielipuolen Sipolin järjettömät katseet ja kaikki tämän nykyaikaisen
telotuksen kamalan kuvan erityiskohdat.
He eivät jaksaneet vaijeta kaikesta siitä, mitä he tämän yön
kestäessä olivat havainneet, nähneet, tunteneet, ja huojentaakseen
sydäntänsä he kertoivat tovereilleen, muille sotamiehille
kärsimyksistään ja epäilyistään, joita heidän tekonsa oli heissä
synnyttänyt.

Eräältä näistä sotamiehistä, jotka olivat kuulleet toverien

tunnustuksen, ja joka itse kuuluu vallankumoukselliseen järjestöön,
minä olen saanut kuulla heidän raskaasta mielentilastaan ja
telotuksen kaikista erityiskohdista.

Hän kertoi:

Sotamiesten mieli oli niin raskas, epäilykset olivat siihen määrään

päässeet heissä valtaan, että jos ampujien joukossa olisi löytynyt
yksikin uskalikko, joka olisi huutanut: "Pojat, elkää ampuko!" — niin
kukaan ei olisi ampunut.

"Niin — jatkoi sotamies — jos olisi löytynyt meidän joukossamme

sellainen rohkea mies, joka tämän olisi tehnyt, niin me kaikki
olisimme jälestäpäin häntä kiittäneet, eikä meidän olisi tarvinnut
kantaa sielussamme tätä hirveätä taakkaa".

Balmasjowin ja Kaljajewin telotus

ENSIMÄINEN LUKU.

Balmasjowin telotus.

Samoillessani kuukausmääriä pitkin Jakutskin alueen synkkiä,

autioita aarniometsiä, oli minulla useasti tilaisuus kuulla
Pähkinälinnalaisen P:n vilkkaita ja suoria kertomuksia; P., joka,
samoin kuin minäkin, oli karkoitettu maasta, oli viettänyt
Pähkinälinnan linnoituksessa, yksinäisessä vankikopissa, noin
kolmetoista vuotta.

Hänen tyynet, suurimmassa määrin yksinkertaiset ja koruttomat

kuvauksensa itse linnoituksesta, elämästä, ankarasta
olojärjestelmästä, sekä luonteenkuvauksensa vangeista, jotka olivat
saaneet nääntyä siellä kolmattakymmentä vuotta, tekivät raskaan,
masentavan vaikutuksen.

Häntä kuunnellessa tuntui toisinaan siltä kuin tämä ei olisi; elävän,

tunteitaan ja ajatuksiaan kertovan ihmisen puhetta, vaan ikäänkuin
kivisestä ruumisarkusta nousseen, hautakammiosta riuhtoutuneen
ruumiin, joka meille, elämän iloja, auringon lämpöä nauttiville
ihmisille lukee muinoisten kärsimystensä ja toiveittensa aikakirjaa.
Häntä kuunnellessa alkoi hävettää omaisten ja muiden puolesta,
jotka nauttivat elämän mukavuuksia ja etuja, nauttivat luonnon
ihanuudesta, musiikista ja kaikesta, mikä tekee elämän niin rikkaaksi
ja kauniiksi.

Ja tällaisina hetkinä, kun näin tuli katsoneeksi sieluunsa, nämät

yksinkertaiset kertomukset linnoituksesta, hallinnollisen mielivallan
kaikista kauhuista, kivisessä haudassa näin pitkän ajan kuluessa
nääntyvien ihmisten synkistä, äärettömän pitkistä päivistä, tunkivat
syvälle sydämeen ja painuivat tarkasti mieleen.

Näitä kertomuksia kuunnellessani näin kuolleiden

vapaudensankarien haamut, heidän, jotka eivät olleet voineet kestää
ankaran olojärjestyksen koko raskautta; he olivat kuolleet
taistellessaan hallituksen sortoa ja linnoituksen hallinnon mielivaltaa
vastaan sekä parantaakseen vankien oloja. Näin niiden haamut,
jotka olivat tulleet telotetuiksi tässä kauheassa linnoituksessa, josta
kahdentoista vuoden kuluessa ei ollut päässyt kenenkään kuuluville
yksikään ihmisääni, yksikään kuolevan huokaus.

Linnoituksen kaikilta puolin veden ympäröimät kivilohkareet pitivät

lujasti salassa hallituksen mielivallan, jonka kanssa olivat liitossa.

Ensimäisten kahdentoista vuoden kuluessa siitä kun linnoitukseen

oli tuotu ensimäinen joukko valtiollisia, näiden paksujen muurien yli
ei tunkeutunut ulkomaailmaan mitään elon merkkiä; niiden yli ei
tullut mitään, mikä olisi kertonut siitä hirveästä salaisuudesta, joka
niiden sisäpuolella eli.

Nämät muurit vaikenivat niinkuin vaan kivet voivat vaijeta.

Ja niinpä ensimäiset sieltä lentäneet keväiset pääskyset kertoivat
sinne jääneistä tovereistaan, jotka vielä olivat elossa, mutta
yksinäisyydestä nääntyneinä; nämät pääskyset olivat neljä toveria,
jotka sieltä oli lähetetty rangaistus-asutuksiin Jakutskin alueelle, ja
joihin minä maanpakolaisuudessani ollessani jouduin tutustumaan.

Kuunnellessani näitä kertomuksia aarniometsissä, meidän yhdessä

samoillessamme, en kertaakaan voinut kuvitella mielessäni että tämä
historiallinen linnoitus niin pian lakkautetaan. Minä en rohjennut
edes uneksia saavani niin pian nähdä sen, ei ulkopuolelta, kuten
ennen, Nevalla ja Laatokan järvellä matkustellessani, vaan että tulen
käymään itse linnoituksen sisään, sen pihalle, ja saan nähdä toverini
ja kaikkien muiden vankien vankihuoneet.

Astuessani veneesen, jolla minun piti soutaa saarelle, sydämeni

valtasi levottomuus. Minullahan ei ollut keneltäkään lupaa tarkastaa
linnoitusta, kukaan ei ollut minua siihen valtuuttanut. Minulla ei ollut
mitään, paitsi suurta haluani saada nähdä se, nähdä telotettujen
haudat, hengittää tätä ilmaa, joka oli täynnä entisiä kärsimyksiä. Ei
edes ollut minkäänlaista suosituskirjettä linnoituksen komentajalle.
Oli ehkä vaaranalaista käydä tämän salaperäisen linnoituksen sisään
kun ei ollut mitään muuta kuin ainoastaan halu nähdä se, mutta
paremman puutteessa oli pakko tehdä niin.

Kun olimme kiertäneet kivisen aallonsärkijän, jota vastaan

murskaantuivat järven aukealta ulapalta vyöryvät iloiset aallot, minä
kysyin soutumieheltäni:

— Sanokaapa, luuletteko että minun sallitaan tarkastaa

linnoitusta?
Kuullessaan kysymykseni hän kohotti päätään, alkoi soutaa
hiljemmin ja vastasi välinpitämättömällä äänellä:

— No jos on lupa päällystöltä, paperi, — silloin kyllä sallitaan,

lasketaan sisään.

— No, eikö sitte ilman paperia lasketa? Siellähän ei nyt ole ketään
vankina, vankilahan on jo, lakkautettu, miksikäpä siis ei laskettaisi?
— jatkoin minä kyselemistäni.

— Niinhän se kyllä on, mutta parempi kumminkin olisi jos teillä

olisi paperi. Minä olen jo hyvin pitkän ajan ollut täällä soutumiehenä,
olen kuljettanut sinne paljon väkeä, kaikellaista, mutta itse en ole
mennyt saarelle laituria edemmäs. Peloittaa! Jumala varjelkoon
joutumasta tekemisiin tuon väen, santarmien, kanssa; parempi on
pysyä loitommalla, voisi tapahtua että jos kerran menee sinne,
linnoitukseen, ei enää pääsekään tulemaan sieltä ulos! Ei, parempi
on olla kokonaan poikkeamatta sinne!

Hetkisen vaijettuaan hän kysyi:

— Entäs te, herra, missä asioissa te olette menossa sinne?

Minä jouduin hämilleni, en tiennyt mitä vastaisin; ensi

silmänräpäyksessä pelkäsin sanoa hänelle meneväni sinne asiatta ja
ilman paperia yksinomaan nähdäkseni missä ja minkälaisissa oloissa
olivat olleet minulle rakkaat henkilöt.

Pelkäsin senvuoksi että hän ehkä oli häijy ihminen ja estäisi minua
täyttämästä tehtäväni, mutta nähtyäni nämä yksinkertaiset kasvot
leveine harmahtavine partoineen ja sinisine silmineen minä heti
tunsin hänen tehneen kysymyksensä ilman minkäänlaista
sivutarkoitusta, ilman pahaa aikomusta, yksinkertaisesti vaan
inhimillisestä uteliaisuudesta.

Minä vastasin hänelle ja pyysin neuvomaan mitenkä minun olisi

toimittava saarelle astuttuani.

"Menkää sisään portista, se ei ole kaukana laiturista, siellä teidät

varmaankin ottaa vastaan santarmi, sanokaa asianne hänelle, sitte
saatte nähdä; jollette pääse — tulkaa taas takaisin, minä odotan
teitä laiturilla — vien teidät takaisin".

Tämän sanottuaan venemies alkoi soutaa lujemmin; tällä kohdalla

kävi vahva virta ja hän sai vaivoin veneen kulkemaan.

Ihana keväinen aurinko loi kirkkaan, iloisen valonsa edessämme

siintävän, äärettömän järven lavealle ulapalle. Keveät laineet
loiskivat iloisesti veneen syrjiä vastaan, hiljaan sitä kiikutellen. Aamu
oli ihana, lämmin. Se teki ihmisen reippaammaksi, pakoitti
hengittämään syvälle keuhkoihin höyryävää, tuoksuvaa, viileätä
aamuilmaa.

Ja tämä aamu ja tämä suloinen luonto vielä enensivät surua ja

käsittämättömän kaihon tunnetta, joka valtasi mielen katsellessa
suunnattomia kivisiä muureja leveine tornineen kulmilla sekä
ampumareikineen, jotka ilman sanoja puhuivat siitä historiallisesta
muistopatsaasta, joka niin kauvan oli ollut hallitusvallan tukena.

Kun vene oli saapunut vähäisen, puusta tehdyn laiturin rantaan,

näytti soutaja minulle mitä tietä minun oli mentävä, nousten sitä
varten yhdessä minun kanssani kunnaalle. Siinä kasvoi muutama
vaivainen puu ja vähäisiä pensaikkoja, ympärillä kasvoi tiheä, pitkä
ruohikko; sen läpi kiemurteli kapea polku, joka selvästi osoitti mitä
tietä minun oli kulkeminen.

Venemies meni takaisin veneeseensä; hän oli päättänyt

kärsivällisesti odottaa palaamistani eikä tahtonut seurata minua
linnoitukseen.

Minä menin sisään tornin portista, jonka yläpuolella prameili musta

kaksipäinen vaakuna ja päällekirjoitus "Keisarinportti".

Portissa minä en kohdannut ketään, ja menin edemmäs.

Kuljettuani pimeän tornin läpi minä tulin isolle, valoisalle pihalle,
jossa kasvoi puita ja tiheät ruohoa. Pihalla oli kaikki hiljaista,
rauhallista, kuollutta. Ei näkynyt yhtäkään ihmissielua. Varpuset vaan
sirkuttelivat puissa. Vasemmalla komeili kirkko, auringonpaisteessa
loistavine kultaisine ristineen; portti käytävästä oikealla ja
vasemmalla oli pitkin linnoituksen muureja rivi valkeiksi maalattuja
kasarmeja, arvatenkin santarmien asuntoja, ja vasemmalla puolella,
kirkon takana, kohosi punainen, uusi, kaksikerroksinen rakennus.

Muistellen toverini kertomuksia minä arvasin että tämä juuri oli

sama vankila, jossa vangit nääntyivät, ja lähdin käymään sinne päin.

Yksin astuessa pitkin tämän pihan kivilaattoja, keskellä ruohikkoa,

ainoatakaan ihmissielua kohtaamatta, tuntui tavallaan
käsittämättömältä, omituiselta, minkätähden sellaista linnoitusta ei
kukaan ole suojelemassa. Ennen, vielä muutama kuukausi sitten, ei
yksikään ihmissielu voinut edes lähestyä linnoituksen muureja
herättämättä koko sen hallinnon levottomuutta. Sen salaisuuksia
suojeltiin juuri ankarasti, ja käytettiin tätä varten nykyajan tekniikan
välikappaleita: telefoonia, sähkölennätintä, sähkösignaaleja;
linnoituspalvelusta varten ylläpidettiin ääretön joukko
santarmipalvelijoita, jotka, ankarassa koulussa opittuaan
vaikenemaan ja kätkemään itseensä mitä olivat nähneet, eivät
näiden lujien muurien ulkopuolella antaneet ilmi sanaakaan
salaisuudesta. He elivät täällä, niiden sisäpuolella, eräät heistä aina
siitä ajasta asti kun tänne alettiin tuoda valtiollisia vankeja, s.o.
kolmattakymmentä vuotta, olivat täällä vanhenneet ja tottuneet
toimeensa ja tehtäväänsä.

Ja nyt ei salaisuutta enää ole olemassa. Santarmit on lähetetty

pois, linnoitusta ei varjella ja ainoastaan kiviset muurit, ristikot,
rautaovet ja sisäaitaukset ovat todistuksena läheisestä
menneisyydestä, puhuvat siitä ettei tämä salaisuus vielä ole kuollut,
että se on elävänä ihmisissä ja mykissä todistajissa, joita ei vielä ole
hävitetty, ja että se pian tulee olemaan koko kansan omaisuutena.

Kuljeskeltuani hiukan aikaa pitkin pihaa minä näin santarmin ja

menin hänen luokseen. Hänen kylmään, viralliseen kysymykseensä:

— Mitä te täällä etsitte? minä vastasin että tämä historiallinen

paikka herättää minussa suurta mielenkiintoa ja että minä, tietäen
että linnoitusta nykyään pidetään lakkautettuna, olin päättänyt tulla
sitä katsomaan.

Tähän santarmi vastasi että kuukausi takaperin todellakin annettiin

katsoa linnoitusta, silloin kun siellä vielä olivat entiset virkailijat,
mutta että nyttemmin, kun kaikki ovat uusia, ei enää lasketa ketään.

— Päällikkökunta ei salli, toisti hän painavasti.

Minua alkoi harmittaa ja minä koetin huomauttaa hänelle että olin

tullut pitkän matkan päästä tätä tarkoitusta varten ja että olisi ikävää
palata tyhjin toimin, ja pyysin hänen laskemaan minut taikka
hankkimaan minulle luvan päällikkökunnalta.

Jonkun minuutin ajan verukkeita tehtyään hän tuli armolliseksi ja

lähti näyttämään minulle linnoitusta. Keskustelustamme kävi selville
että hän oli palvellut täällä aina siitä asti kun uusi vankilarakennus oli
valmistunut, s.o. kolmattakymmentä vuotta, oli ollut läsnä kun
Balmasjow ja Kaljajew telotettiin, muisti hyvin kaikki vankien elämän
erityisseikat, ja minä pyysin hänen muistelmistaan kertomaan näiden
vapauden marttyyrien viimeisistä hetkistä ja kuolemasta.

Hän myöntyi kernaasti, puhui heistä suurella kunnioituksella,

sanoen heidän olleen ihmeellisimpiä, harvinaisimpia ihmisiä, mitä
hän elämässään oli tavannut; tuli aivan intoihinsa ja alkoi
kertomuksensa Balmasjowista.

— Tulkaapa, minä näytän teille sen paikan, johon hän sijoitettiin

kun hän tuli Pähkinälinnan linnoitukseen — aloitti santarmi ja vei
minut pienen, valkean, yksikerroksisen rakennuksen luo, jossa oli
kansliahuoneusto. Me kävimme sisään; ensimäisessä huoneessa oli
muutama pöytä, sen lattialla paperiläjiä; toisessa huoneessa
samanlainen epäjärjestys, kaikkialla sikin sokin arkisto-asiakirjoja.

Tähän huoneesen sijoitettiin Balmasjow ja siellä hän sai istua koko

päivän, kunnes tuli pimeä. Santarmi, sama jonka kanssa minä nyt
keskustelin, oli saanut tehtäväkseen vartioita häntä ja hän istui koko
ajan hänen kanssaan samassa huoneessa; viereisessä huoneessa
taas oli muita santarmeja. Hänet oli tuotu varhain, kello 9 aamulla,
mutta häntä ei oltu heti voitu sijoittaa siihen, vanhassa vankilassa
olevaan koppiin, johonka oli käsketty hänet viedä ja jossa kaikki jo
oli valmiina, senvuoksi, että olisi täytynyt kulkea uuden rakennuksen
ikkunain ohi, joista vangit olisivat saattaneet hänet nähdä.
Balmasjow näytti väsyneeltä. Hän oli saanut kulkea kauvan
höyrylaivalla Pietarista sentähden että sen kulkua Nevalla oli
häirinnyt jo alkanut jäiden lähtö. Tämä tapahtui Toukokuun 2:na
päivänä. Häntä kuljetettiin jokipoliisin höyrylaivalla, jota saattoi kaksi
muuta samanlaista höyrylaivaa, ja joka paikasta, missä löytyi
sähkölennätinasema, ilmoitettiin Pietariin, poliisidepartementtiin, että
siihen paikkaan asti Balmasjow oli onnellisesti saapunut. Laatokasta
tulevat jäät häiritsivät suuresti kulkua, täytyi silloin tällöin tehdä
pysäyksiä, sysätä tangoilla syrjään jäälohkareita ja avata tie
kasaantuneiden jäiden läpi, mutta pitkien ponnistusten jälkeen kaikki
kolme höyrylaivaa onnellisesti saapuivat linnoituksen satamalaiturin
ääreen ja luovuttivat Balmasjowin vahingoittumattomana
linnoituksen hallinnolle.

Santarmin huomion oli erityisesti vetänyt puoleensa hänen

väsynyt, uupunut ulkomuotonsa. Raitis joki-ilma, matkustus
senjälkeen kun hän sitä ennen oli kauvan aikaa istunut yksin
vankikopissa, oli heikontanut, uuvuttanut hänen organisminsa.
Vahvistettuaan itseään ruoalla ja hiukan levättyään hän alkoi tehdä
santarmille kysymyksiä vankilajärjestyksestä ja vangeista ja
hallinnosta.

Tästä keskustelusta santarmi huomasi ettei Balmasjow itse ollut

täysin vakuutettu siitä, että hänet oli tuotu tänne telotettavaksi, eikä
santarmi muuten itsekään vielä varmaan tietänyt telotetaanko
Balmasjow vai eikö. Mitään telotusta koskevia määräyksiä ei oltu
annettu; oli päinvastoin käsketty valmistamaan häntä varten
yksinäinen koppi samassa, linnoituksen kulmassa olevassa, vanhassa
rakennuksessa, jossa olivat istuneet vangittuina Ivan Antonovitsj ja
Pietari I:sen puoliso Jevdokia Lopuhin. Kaikki tämä antoi tukea sille
ajatukselle että häntä kukaties ei teloteta.
Tosin kyllä santarmi tiesi että jo kaksi päivää sitä ennen oli
linnoitukseen tuotu pyöveli, jota etupäässä käytettiin valtiollisten
telotusten täytäntöön panoa varten, poliisidepartementin
palveluksessa oleva Aleksander Aleksandrovitsj Filipjew, mutta tämä
seikka ei vielä todistanut että telotus ehdottomasti tulisi
tapahtumaan, vieläpä tapahtumaan jo seuraavana päivänä
aamunkoittaissa.

Tämä pyöveli Filipjew oli asettunut asumaan santarmin luo, jonka

kanssa nyt keskustelin, ja sai häneltä ruoan, teen ja muun
tarpeellisen ylläpidon. Santarmin oli onnistunut läheisesti tutustua
häneen ja oppia hänet tuntemaan. Syntyperältään hän oli kasakka ja
asui Kaukasiassa, josta hän kutakin eri telotusta varten tuotiin
vahvan saattojoukon vartioimana. Kustakin telotetusta
poliisidepartementti maksoi hänelle 100 ruplaa.

Pyöveli Filipjew oli kertonut santarmille että hän itse oli vuonna
1880 tullut tuomituksi kuolemaan, mutta kun hän oli tarjoutunut
telottamaan koko elämänsä ajan kuolemaan tuomittuja valtiollisia,
niin hänet oli armahdettu ja lähetetty takaisin kotiseudulleen, jossa
hänen senjälkeen täytyi asua poliisin valvonnan alaisena.

Tässä santarmi lausui mielipiteenään että Filipjewin sanoihin

tuskin voi täysin luottaa, hän kun mielellään kerskaili ja höysteli
puheitaan valheilla. Santarmin sanojen mukaan Filipjew oli tehnyt
erinomaisen vastenmielisen, ilettävän vaikutuksen; hänen
etelämaalaisen tummissa, kaunispiirteisissä kasvoissaan oli
jonkunlainen julma, raatelevaa petoa muistuttava ilme.

Hänen pitkästä, lujarakenteisesta, voimakkaasta vartalostaan

saattoi päättää hänellä olevan suuret ruumiinvoimat; että niin olikin
laita sen hän todisti Kaljajewiä telottaessaan.
Hän oli silloin ollut vahvasti juovuksissa. Pantuaan silmukan
Kaljajewin kaulaan hän ei vetänyt nuoraa kireelle, vaan ainoastaan
sen verran, että kun se pingottui niin Kaljajewin ruumis putosi hyvän
kappaleen alemmas ja hänen jalkansa koskivat mestauslavan
permantoa; hänen ruumiinsa alkoi heti vapista suonenvedon
kouristuksissa, saattaen läsnäolevat kauhuun. Muiden muassa oli
läsnä vapaaherra Medem, joka kiukkuisena huusi hänelle
haukkumasanan; silloin Filipjew sieppasi käteensä nuoran toisen
pään ja kohotti voimakkaalla ruumiinliikkeellä vaivatta ilmaan
kuolemankouristuksissa kamppailevan Kaljajewin, jouduttaen siten
hänen kuolemaansa.

Tämän pyövelin suurissa, ulospäin pullistuneissa silmissä oli

jonkunlainen julma, rikoksellinen ilme; oli vastenmielistä katsoa,
häntä silmiin, ja tämä santarmi oli hänen kanssaan keskustellessaan,
aina koettanut kääntyä syrjään.

Filipjew joi vahvasti, kerskaili kernaasti ja kertoeli itsestään

kaikellaisia perättömiä seikkoja. Kaljajewin jälkeen hän Pähkinälinnan
linnoituksessa telotti Wasiljewin, joka oli tuomittu kuolemaan siitä
että hän Elokuussa 1905 oli Pietarissa tappanut pristavin apulaisen,
sekä Gersjkewitsjin, joka oli tuomittu hirtettäväksi pristavia vastaan
tekemästään murhayrityksestä ja talonmiehen taposta. Hänen piti
myös hirttää meriluutnantti Schmidt, mutta tuli matkalla
haavoitetuksi eikä senvuoksi voinutkaan täyttää velvollisuuttaan.

Nyt, joku päivä takaperin, oli sanomalehdissä luettavana

seuraavan sisältöinen lyhyt uutinen.

"Dagestanin alueelta, Petrowskista ilmoitetaan: Vankilassa on

tapettu pyöveli, kubanilainen kasakka Filipjew, jota muka irtolaisena
vankikyydillä kuljetettiin, vahvan saattojoukon vartioimana,
Transkaukasiaan. Vangit tunsivat hänet. Tämä oli sama pyöveli,
jonka piti teloittaa meriluutnantti Schmidt ja joka, ennenkun pääsi
Beresaniin asti, tuli haavoitetuksi Novorossijskissä". ("R. SL.").

Ja tämä kubanilainen kasakka Filipjew on juuri sama pyöveli, joka

telotti Balmasjowin ja Kaljajewin ja joka nyt jo on saanut palkkansa.

Keskustellessaan santarmin kanssa tässä kanslian viereisessä

pienoisessa huoneessa Balmasjow kysyi häneltä tapahtuuko
valmistuksia telotukseen; tähän santarmi varmuudella vastasi ettei
mihinkään valmistuksiin ollut ryhdytty, kuten laita tosiaan olikin.

Tämän seikan johdosta Balmasjow suuremmalla varmuudella

otaksui että telotus oli lykätty tuonnemmaksi ja hän alkoi tarkemmin
tiedustella vankien oloja, kysyi annetaanko heille kirjoja, kauvanko
he saavat kävellä, yhdessäkö vai erikseen, osoitti sanalla sanoen
suurta huomiota linnoituksen elämään nähden, ikäänkuin odottaen
saavansa jäädä tänne asumaan, yhdessä täällä jo olevien toverien
kanssa.

Tultuaan huomaamaan että häntä pidetään kauvan kansliassa eikä

viedä koppiin, hän kysyi santarmilta mistä syystä häntä pidetään
täällä ja onko hänen koppinsa valmis. Santarmi vastasi että koppia
laitetaan kuntoon, mutta ei uudessa rakennuksessa, jossa vangit
ovat, vaan vanhassa, yksinkertaisessa, pienessä rakennuksessa, ja
että se illalla tulee aivan valmiiksi ja hän viedään sinne. Balmasjow
ihmetteli että minkätähden hänet sijoitetaan juuri tähän erillään
olevaan rakennukseen eikä yhteiseen, jossa kaikki muut ovat, ja
tämä asianhaara saattoi hänet hiukan levottomaksi.

Kohta pimeän tultua, noin kello 9 aikaan illalla, hänet vietiin

koppiin. Hänen täytyi käydä uuden rakennuksen ohi ja sieltä
muutamat vangit näkivät hänet; senjälkeen hänet vietiin Wera
Fignerin puutarhan ohi ja sivuportin kautta vanhan vankilan, korkean
kivimuurin ympäröimälle, sisäpihalle.

Käydessään tämän nuorta ruohoa kasvavan pihan poikki hän ei

voinut ajatella että tähän samaan paikkaan tämän lyhyen
toukokuunyön kuluessa häntä varten pystytetään mestauslava ja
että hän aamulla hirtetään.

Hän vietiin vähäiseen, yksikerroksiseen, hyvin pitkään

rakennukseen; pitkin sen toista reunaa, samalla puolella, josta
Balmasjow astui sisään, kulki läpi koko rakennuksen valoisa
korridoori jossa olivat vankikoppien ovet. Näiden koppien ikkunat
ovat linnoituksen muuriin päin, joka kulkee pitkin Nevajoen väylää.
Balmasjowin koppi oli lähellä sitä koppia, jossa oli nääntynyt Ivan
Antonovitsj; sen ikkunasta näkyi Jevdokia Lopuhinon kammio, jonka
toinen ikkuna oli Nevaan päin ja josta oli ihana näköala rannalle ja
Laatokan järven lavealle ulapalle; tämä ikkuna oli kumminkin
sittemmin muurattu umpeen.

Tultuaan koppiinsa ja tarkastettuaan minkä näköinen se oli,

Balmasjow pitemmittä mutkitta alkoi riisua vaatteensa ja meni
tyynesti levolle. Hän vaipui syvään, terveeseen uneen, uupuneena
väsyttävästä matkasta ja uuden vankilan häneen tekemistä
vaikutelmista. Hänen nuoren, voimakkaan ruumiinsa tempasi
valtaansa syvä uni.

Mutta hän ei nukkunut kauvan. Kohta päivän noustua, kun

auringon ensimäiset säteet sukelsivat järven laveaan selkään, tuskin
vielä kohoten veden pintaa korkeammalle, kopin ovi aukeni ja sisään
astui paraatipukuun puettu upseeri, lausuen:
— Herätkää. Kohta teidät telotetaan. Valmistautukaa — — —

Hypäten vuoteeltaan, ymmärtämättä missä hän oli, kuka hänen

edessään seisoi, mitä hänelle puhutaan, Balmasjow ensi
silmänräpäyksessä, juuri unesta herättyään ei voinut käsittää mitään.
Sitte hän yht'äkkiä, ikäänkuin tahtomattaan, aukasi silmänsä
selälleen ja koko hänen unensa lensi pois, kuin kädellä pyyhkäistynä,
— hän näki tämän upseerin takana papin, risti käsissään, ja vielä
etäämpänä korridoorissa, avoimen oven vieressä, punaiseen paitaan
puetun miehen.

Silloin Balmasjow heti ymmärsi keitä nämä olivat ja mitä varten he

olivat tulleet, mitä varten heidän oli pitänyt häiritä hänen aamu-
unensa. Vaijeten, ilman kiirettä hän alkoi pukeutua, tuntien itsensä
täysin lujaksi ja levolliseksi.

Kun hän oli valmiiksi pukeutunut kääntyi upseeri hänen puoleensa

sanoen:

— Valmistautukaa kuolemaan, tässä on pappi — — — hän antaa

teille
Herran ehtoollisen.

Tähän Balmasjow vastasi hiljaisella, lujalla äänellä:

— Kuolemaan minä jo olen valmis — — — Herran ehtoollisesta

kieltäydyn.

Kului muutama silmänräpäys. Pyöveli tuli sisään ja kysyi, astuen

Balmasjowin luo nuora kädessään:

— Minä tahdon sitoa teidän kätenne, ettekö tee vastarintaa?

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