Best Practice Models of HRM & Strategy
(Human Resource Management)
Chandrakanta Subedi (Student ID: 5179105)
PETER W. LEI
Faculty of Management
International Business Academy
In partial fulfillment of the requirement of Human Resource Management for the Degree of Master of Business Administration, Coventry University
Word counts: 3364
Task: Hypothesis Statement:
Best Practice Models of HRM and Strategy are universalistic in nature and assert that regardless of context or internal factors, there is one best way of managing human resources which, if applied, will lead to better organizational performance.
Traditional practice of human resource management is known as personnel management is believed as workforce centered and more focused in operation. Managers would recruit employees and carry out administrative tasks according to management requirement and act as a bridge between employee and employer; and as a result they were as a functional specialists rather than strategic managers and often had little power status in the organization (Bloisi, 2006). In traditional model and concept of HRM employees are mean to be resources from 1900 to 1930. This concept moved further to orientation between 1935 to 1980, where the employees needs are considered. Furthermore between 1970 to 1990 HRM has been transformed into leadership style to match the needs of individual. The latest concept of HRM since 1990 has considered employees as a competitive advantage.
The differences between personnel management which is believed to be the traditional practice and modern HRM, has significant differences. In terms of time and planning perspective, the personnel approach was much focused on short term, reactive or responsive to action, ad hoc concerned in a specific case & also termed unplanned and marginal with limited quality and scope where modern HRM approach plays as long term
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