The effective management of people is one of the greatest challenges facing organization today, as it has been in the past. However, human resource management took a great step forward and the role had been changed dramatically and became much more important in most organizations. Human resources management is a new way of thinking about how people should be managed as employees in the organization. One of the most significant tasks for human resource management is implementing and monitoring the impact on performance management. Performance management is the systematic description of the job relevant strengths and weaknesses of employees (Awad & Cascio, 1981). At the same time, this performance management system should provide benefits to both the employee as well as to the organization. The present days, there are different methods and types for appraising employees. Performance appraisal has been extensively used. In many case, there are quite a numbers of people are dissatisfied with performance appraisals in organizations. This attitude stems in part from the various limitations that exist in virtually all performance appraisal techniques. Thus it is important to recognize that no performance appraisal system is perfect. (DeNisi & Griffin, 2001). Therefore, human resource bears the dominant role to transforming labour power into productivity. The common differentiation is between what is termed hard and soft approaches. According to Legge (1995), the normative definitions of HRM suggest two different models – ‘hard’ and ‘soft’ – the key distinction being whether the emphasis is placed on the ‘human’, or the ‘resource’. In this assignment, I will cover five core areas of Hard and Soft approaches compare and contrast towards performance management. These five areas are: 1) Recruitment & Selection; 2) Training & Development; 3) Rewards and Compensation; 4) Performance Appraisal and 5) Relationships. Furthermore, practical examples of my personal working experiences - The Island Shangri-La Hotels and Le Meridien Cyberport Hotel which are the evidences to reflect whether hard and soft approaches generally applicable to the Hong Kong work place.
Recruitment is the process of attracting suitably qualified people to apply for the position. And the selection is the process of assessing applicants and choosing whom to employ (Billsberry, 1996). Hard approach human resource management of recruitment and selection is a transaction and it is more concerned with finding new employees than keeping them. This approach is to recruitment and selection which puts emphasis on the selection stage of the process. It considers a much larger process that begins when recognize there is a need to find someone and ends when the new employee has adapted to the organization and is performing effectively. The new employee must be able to fit with the organization’s culture, and they must also have the knowledge, skills and abilities to do the job well. Hence, it only considers recruitment and selection from the organization’s point of view and treats humans as an economic resource. The basic concept is as long as the employees can keep their skills sharp, then they can stay. In contrast, Soft human resource management is all about retention and no longer only considers one of the factors leading to better performance. The human resources professional will trying to think a broader range of managerial issues. The recruitment and selection is not the administration routine like do it everyday. Soft approach must be long term strategic and linked to overall manpower plan. Soft approach will treat human as resourceful, i.e. employees can be develop and looking in potential more than hard approach. For example, the recruitment of Le Meridien Cyberport Hotel is based on clear job description recruitment progress to meet immediate needs only. New staff recruited mostly of basis of immediate possess skills. Due to the high staff turnover rate...
References: Accel-Team.com(2001b), Douglas McGregor. Theory X Theory Y employee motivation theory
Armstrong, M. (2001), The Handbook of Human Resource Management Practice (Eighth Edition), Kogan Page Ltd, London, England
Awad, E. & Cascio, W. (1981), Human Resource Management: An Information Systems Approach, Reston Publishing Company Ltd, Virginia, US
DeNisi, A. & Griffin R. (2001), Human Resource Management, Houghton Mifflin Company, Boston, US
Pinnington, A. & Edwards, T. (2000), Introduction to Human Resource Management, Oxford University Press, New York, US
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