Performance Management in a Human Resources Framework
Performance Management in a Human Resources Framework
Introduction The purpose of this assignment to is to consider Performance Management in a Human Resources Framework. Firstly, the assignment will look at the concept of ‘Human Resources Management’ as a holistic strategic approach to managing the relationship between employer and employee that goes beyond the bounds of mere ‘Personnel Management’. Secondly, in light of the statement from Cooke and Armstrong (1990, cited in Rudman, 2002) that “Human resources strategies exist to ensure that the culture, values and structure of the organisation and the quality, motivation and commitment of its members contribute fully to the achievement of its objectives” (p.7), I will examine the extent to which my school’s performance appraisal and professional development policy and practice fit into a human resources framework. Lastly, these examples will be used to identify some of the potential and pitfalls of performance appraisal and professional development for an educational organisation.
Human Resources Management – a holistic approach Human resource management (HRM) can be viewed as a holistic approach to managing the relationships in an organisation between the employer and employee. Rudman’s (2002) definition of HRM implies this holistic approach, in that HRM “covers all the concepts, strategies, policies and practices which organisations use to manage and develop the people who work for them” (p. 3). Several authors (Macky & Johnson 2000; McGraw, 1997; Rudman, 2002; Smith, 1998) acknowledge that HRM is the strategic and coherent approach to the management of an organisation's most valued assets - the people working there who individually and collectively contribute to the achievement of the objectives of the organisation. The terms ‘human resource management’ (HRM), ‘human resources’ (HR) and even ‘strategic human resource management’ (SHRM) have largely replaced the term "personnel management" as a
Introduction The purpose of this assignment to is to consider Performance Management in a Human Resources Framework. Firstly, the assignment will look at the concept of ‘Human Resources Management’ as a holistic strategic approach to managing the relationship between employer and employee that goes beyond the bounds of mere ‘Personnel Management’. Secondly, in light of the statement from Cooke and Armstrong (1990, cited in Rudman, 2002) that “Human resources strategies exist to ensure that the culture, values and structure of the organisation and the quality, motivation and commitment of its members contribute fully to the achievement of its objectives” (p.7), I will examine the extent to which my school’s performance appraisal and professional development policy and practice fit into a human resources framework. Lastly, these examples will be used to identify some of the potential and pitfalls of performance appraisal and professional development for an educational organisation.
Human Resources Management – a holistic approach Human resource management (HRM) can be viewed as a holistic approach to managing the relationships in an organisation between the employer and employee. Rudman’s (2002) definition of HRM implies this holistic approach, in that HRM “covers all the concepts, strategies, policies and practices which organisations use to manage and develop the people who work for them” (p. 3). Several authors (Macky & Johnson 2000; McGraw, 1997; Rudman, 2002; Smith, 1998) acknowledge that HRM is the strategic and coherent approach to the management of an organisation's most valued assets - the people working there who individually and collectively contribute to the achievement of the objectives of the organisation. The terms ‘human resource management’ (HRM), ‘human resources’ (HR) and even ‘strategic human resource management’ (SHRM) have largely replaced the term "personnel management" as a
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