Best Practice Models of HRM & Strategy
Topics: Human resource management, Management / Pages: 15 (3619 words) / Published: Mar 7th, 2014

Best Practice Models of HRM & Strategy

A Coursework
(Human Resource Management)

Submitted by:
Chandrakanta Subedi (Student ID: 5179105)

Submitted to:
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
April 2013

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.

Literature Review
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



Bibliography: BEARWELL, Julie and Tim CLAYDON. 2010. Human Resource Management. England: Pearson Education Limited. BLOISI, Wendy. 2006. Introduction to Human Resource Management. Mc Graw Hill. DUNLAP, Mary and Debra M. GIRVIN. 2010. Human Capital Best Practices. Practice Management Solutions, January/February, pp.14-16. EHNERT, Ina. 2008. Stereotypes about personnel management and HRM. In: Sustainable Human Resource Management, Bremen: Physia- Verlag, p.57. KUVAAS, Bård and Anders DYSVIK. 2010. Does best practice HRM only work for intrinsically motivated employees? The International Journal of Human Resource Management. XXI(13), pp.2339-2357. MARCHINGTON, Mike and Adrian WILKINSON. 2002. Best Practice HRM: Imrproving organizational performance through high-commitment bundle. In: People Management and Development, London: CIPD House, p.177. MARCHINGTON, Mike and Adrian WILKINSON. 2002. Employment security and internal transfers. In: People management and development, London: CIPD House, p.179. MENTOR, MBA. 2013. Objectives of Human Resource Manangement. [online]. [Accessed 18 April 2013]. Available from World Wide Web: PRICE, Alan TOMAR, Avantika. 2011. Effect of Oraganizational Strategy on Universalistic or Contingent HR Practices in Indian Manufacturing. The Indian Journal of Industrial Relations. XLVII(2), pp.306-320.

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