Human Resource Management

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Human Resource Management is distinctive approach to employment management which seeks to achieve competitive advantage through the strategic deployment of a highly committed and capable workforce, using on integrated array of cultural, structural and personal techniques (John Storey, 1995) . Hard Human Resource Management is the basis for the traditional approach toward human resource management. This concept traces its origins to the Harvard model that links workforce management to organizational strategy. Hard HRM stresses the linkage of functional areas such as manpower planning, job analysis, recruitment, compensation and benefits, performance evaluations, contract negotiations, and labor legislations to corporate strategy. This enforces organization interests over the employees' conflicting ambitions and interests. It views the workforce as passive resources that the organization can use and dispose at will. Soft Human Resource Management is synonymous with the Michigan model of human resources and is the bedrock of the modern approach to strategic human resource management. This model considers human capital as “assets” rather than “resources” and lays stress on organizational development, conflict management, leadership development, organizational culture, and relationship building as a means of increasing trust and ensuring performance through collaboration. This approach works under the assumption that what is good for the organization is also good for the employee. Difference between Personnel and IR Practices and HRM Practices |Dimension |Personnel/IR |HRM | |Beliefs and assumptions | |Contract |Careful delineation of written contracts |Aim to go 'beyond contract' | |Rules |Importance of devising clear rules/mutuality |'Can-do' outlook; impatience with 'rule' | |Guide to management action |Procedures |'Business need' | |Behaviour referent |Norms/custom and practice |Values/mission | |Managerial task |Monitoring |Nurturing | |vis a vis labour | | | |Nature of relations |Pluralist |Unitarist | | Conflict |Institutionalised |De-emphasised | |Management role |Transactional |Transformational leadership | | Key managers |Personnel/IR specialists |General/business/line managers | |Communication |Indirect |Direct | | Standardisation |High (for example 'parity' an issue) |Low (for example 'parity' not an issue) | |Prized management skills |Negotiation |Facilitation | |Key relations |Labour management |Customer | |Initiatives |Piecemeal...
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