In my assignment, I make a report to introduce the overview of HRM for 30 new interns of HR department. This includes two main sections: In the first section, question A is divided into 2 parts:
Part A concentrates on hard and soft HRM to bring out the definitions, the differences between to approach in words and in graph. This part also justify the way Toyota applies Soft HRM in human resource management and my private opinion. Part B lists five practices applied in Toyota which I – as a manager of human resource department – think new interns must understand. These five practices are not only briefed but justified their pros and cons as well. In the second section, the assignment cares for explaining the concept of HRM at Toyota. Firstly, I give a diagram about Harvard model and base on this diagram to brief its content. Secondly, 2 HRM definitions, 2 Goals and 3 HRM theories are described. Finally, two HRM strategies and activities are given with short explanation. In the last part, references and bibliography is given.
Table of Contents
Question 1 - Part A:
Human resource management often divided into two approach methods: “Hard” and “Soft” HRM. According to available empirical experiences, neither of them accurately represents what is happening in the organization (Storey, 1992 and Wood, 1995). Hence, it leads us to research and find out their essence and assess pros and cons of each of them. 1. Definition of Hard and Soft HRM
a) Hard HRM
Hard HRM is the method applied in some countries such as: United State, United Kingdom…Hard HRM considers human resource as a “utilitarian – instrumentalism”, so they focus on RESOURCE side which likes the other resources such as: land, capital, equipment and so on, not on HUMAN one as Soft HRM. Hence, human resource strategies have to fit tightly with business strategies. Labor force is used in effective and efficient, sparing, cheapest ways because they are considered as a production factor and expense. The company reality appearing with “hard” often cares for the quantity, calculation and “head count” managing (Storey, 1992). Hard HRM is used to gain an important goal - growing profit. The main focus of Hard HRM is depend on operation situation, make the assessment, forecast the need of labor and then recruit and select person who suitable with requirements of the task. It means HRM department only cares for short-term target which ensures recruitment for company’s demand and doesn’t pay attention to turnover rate. Human resource manager only finds and chooses person who is suitable as much as possible with what the company need to decrease maximally training time and cost. He doesn’t need people who active or own creative energy source. Like scientific management, people are reduced to passive person and only need to show their skills to attribute for company’s operation. In hard HRM, the most important criterion to assess is how employees perform and what the employees contribute to company’s aims. Therefore, it creates a very competitive environment among employees. They try their best to show their ability to employer to get more reward, sometimes despite of ruses and are not willing to help others. In the company choose Hard HRM approach, not only employees but also employers have to abide by strict discipline. For example: go to the office on time and check finger-print, otherwise you will be fined. It is not also allowed any exception. Tough communicating ways, tough treatments are always used between employee and employer. For example: daily reports, internal email and team briefing… Moreover, staffs are easily replaced if they make the mistake or work ineffectively. There are no emotion and nepotism. Everyone is treated fairly, no matter where they are from and who they are. Because managers think they don’t need to construct tight link with people and care for their employees’ life, thought and needs, they firmly...
Bibliography: Michael Armstrong, Armstrong’s handbook of strategic human resource management.
Michael Armstrong, (3 May 2009), Armstrong’s handbook of human resource management practice
Jeffrey Liker (1 Jan 2004), The Toyota Way: 14 Management Principles from the World 's Greatest Manufacturer
Alan Price (6 April 2007), Human resource management in a business context
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