Soft and Hard Hr

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1. (A) Soft HR treats employees as the most important resource in the business and a source of competitive advantage Employees are treated as individuals and their needs are planned accordingly whereas hard HR treats employees simply as a resource of the business like machinery and buildings. • Soft HR concentrates on the needs of employees; their roles, rewards, motivation where as hard HR identifies workforce needs of the business and recruits and manages accordingly. • Soft HR Strategic focus on longer-term workforce planning whereas hard HR Short-term changes in employee numbers that is recruitment and redundancy. • Soft HR encourages strong and regular two-way communication whereas hard HR has minimal communication, from the top down • Soft HR has competitive pay structure, with suitable performance-related rewards e.g. profit share, share options whereas hard HR Pays enough to recruit and retain enough staff e.g. minimum wage • Soft HR Employees are empowered and encouraged to seek delegation and take responsibility whereas hard HR has little empowerment or delegation • Soft HR appraisal systems focuses on identifying, addressing, training and other employee development needs whereas hard HR appraisal systems focuses on making judgements good and bad about staff • Soft HR has flatter organisational structures whereas hard HR has taller organization structure • Soft HR Suits democratic leadership style whereas hard HR Suits autocratic leadership style. (B), Hard HR planning ensures that there are enough employees with the right type of skills to meet the business's current demands, using numbers and definitive skills. Soft HR planning focuses on employee attitudes and what personalities make the best fit for the company.

The “hard HR” approach to HR might be expected to result in a more cost-effective workforce where decision-making is quicker and focused on senior managers. However, such an approach pays relatively little attention to the needs of employees and a business adopting a genuinely this approach might expect to suffer from higher absenteeism and staff turnover and less successful recruitment. Soft HR on the other hand will lead to good business as well as employee loyalty due the approach which rewards employee performance and motivates staff more effectively. However, the danger of taking too “soft HR” and approach is that when all the employee benefits are added up, the cost of the workforce leaves a business at a competitive disadvantage. 2. (A) HRM functions refer to the role of HR in an organization i.e., recruitment, staffing, training and development, managing employee turn over by aligning the employee’s skills with the present and future needs of the organization and utilizes it towards the achievement of the desired goal. It analyses the workforce profile, skills, abilities, qualifications, potential, capabilities etc. and assign them various responsibilities as per the requirement of the job and the workers profile. Moreover it also facilitates acquiring, training and retaining the talent. HRM does not only takes care of the present organizational objectives but it also examines and determines the future organizational needs for developing strategies as per the future requirements. Moreover, after identifying the fact that employee turnover is directly proportional to the employee dissatisfaction by taking care of the needs of the employees. HRM objective refer to goals or aims of the HR which includes, ensuring human resources are employed cost-effectively, make effective use of workforce potential, match the workforce to the business needs, maintain good employer / employee relations, to equip the employees with proper resources, to keep the employees motivated, to encourage the feeling of organizational loyalty in employees.

HRM activities refer to actions taken by HR in order to achieve organization objectives for example Recruitment Management,...
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