This report is about human resource management. Betcherman et al. (1994) defined human resource into three aspects: organizational and job design, organizational culture, and personnel policies and techniques as to ensure that the workers full prospective or potential can be achieved. According to Storey (2001:5) Human Resource management is defined as ‘a distinctive approach to employment management which seeks to achieve competitive advantage through the strategic deployment of a highly committed and capable workforce, using an integrated array of cultural, structural and personnel techniques.’ Marchington and Wilkinson, (2002) identified through research that people really do make the difference in human resource management. The truth behind this is that it’s supported on ‘high-commitment’ model which ensures that investing in people/human resource makes good business. This lay a foundation for the human resource professionals to make point that people really are their most important resources to the organization which now leads to work out how principals can be then turned into practice. This report will show how human resource works in sports industry and there will be critical examine on hard and soft model followed in the Bolton Wanderers case study and which model is more prevalent and successful in day to day operations and management activities. Human resource management is the most important department in any organisation to improve their knowledge and increase a good strategy towards employees. Mainbody
According to Storey (1992) there are two ideal and essential models of Human resource management one is ‘hard’ also known as Michigan model and other one is ‘soft’, i.e., Harvard model. The hard model of human resource management highlights the term ‘resource’ which adopts a logical approach in the management of employees in which people are taken as financial factor where cost must be controlled. Whereas, the soft model accentuate ‘human’ and hence training and development is given more emphasis in this model on a closer look to ensure the employee development and that the employees are adopting the strategies and policies so that a high level of staff can be achieved who can deliver their skills and give a better turnover in the competitive environment. (Bratton and Gold, 1999) Michigan Model
Legge (1995) states that in hard model there is a trend to see employees as to be supervised and mastered following quantitative, intellectual and calculative approach to get ensured that the work force is expeditiously positioned to get the maximum advantage. It is concerned with the no of employees and whether every single person is meeting the goals of the organisation. (Fombrun et al., 1984).While planning the policies one part of hard model; administration need to know what is the turnover rate and is based more on statistics rather than behavioural science of human being (employees) and is more appropriate in sports sector where pressure of work is much more. Furthermore Michigan model is the human resource cycle, which starts from development, move forward to selection, performance, and appraisal and than back to development or to Reward. Related to Bolton Wanderers football club case study
The development of the football club is the important part, but at Bolton Wanderers, it was not a good situation, because those were posted financially and have a high debt burden. The reason was a newly formed football stadium, when in 1999 Sam Allardyce was appointed as manager with the premises to promote the club from First Division to Premier League and to establish there with given opportunity. Moreover Bolton Wanderers ensure that every member was feeling to be a part of Bolton ‘family’. Furthermore the heavy debt burden effected on selection highly, because they could not attract the best players with huge salary. Thereby they decided to expand their scouting network and academic facilities to afford...
Bibliography: Armstrong, M., & Murlis, H. (1994). Reward Management (2nd ed.). London: Kogan page.
Bach, S. (2005). Managing Human Resources: Personnel Management in Transition (4th ed.). Oxford: Blacwell Publishing.
Betcherman, G., McMullen, K., Leckie, N., & Caron, C. (1994). The Candadian Workplace in Transition. ontario: IRC Press.
Bratton, J., & Gold, J. (1999). Human Resource Management : Theory and Practice (2nd ed.). London: MACMILLAN Press.
Cowling, A., & Mailer, C. (1998). Managing Human Resource (3rd ed.). London: Arnold.
Fombrun, C., Tichy, N. M., & Devanna, M. A. (1984). Strategic Human Resource Management. New York: John Wiley.
Legge, K. (1995). Human Resource Management: Rhetorics and reality. London: Macmillan.
Marchington, M., & Wilkinson, A. (2002). People Management and Developmenet : Human Resource Management at Work (2nd ed.). London: Chartered Institute of Personnel and Deveopement.
McKenna, E., & Beech, N. (2002). Human Resource Management: A Concise Analysis. Harlow: Pearson Education Limited.
Millmore, M., Lewis, P., Mark, S., Thornhill, A., & Morro, T. (2007). Strategic Human Resource Management. Harlow: Pearson Education Limited.
Stone, R. J. (1998). Readings in Human Resource Management (Vol. 3). Bisbane: Wiley.
Storey, J. (1992). Developements in the Management of Human Resources. Oxford: Blackwell.
Storey, J. (2001). Human Resource Management- A Critical Text (2nd ed.). London: Thomson Learning.
Please join StudyMode to read the full document