An Interpretation of Human Resources Management
An Interpretation of Human Resources Management
In recent times, there has much debate about what is human resources management (HRM). Obviously, HRM is quite different from personnel management which refers to “a distinctive approach to employment management which seeks to achieve competitive advantage through the strategic deployment of a highly committed and capable workforce suing an array of cultural, structural and personnel techniques.” (Storey, 2007, p.7). Also, “HRM is a body of knowledge and an assortment of practices to do with the organization of work and the management of employment relations.” (Boxall etal., 2008). However, in order to dissect what is HRM in depth, this essay will examine boundary and functions of HRM and theoretical perspectives, for instance, The Guest model on HRM. Also, the key issue on Japanese companies’ HRM model will be discussed.
“There are three major branches of HRM: micro, strategic and international.” (Boxall etal.,2008). Each branch maintains different aspects such as micro HRM’s functions are individual HRM practices and manage organization or staff such as using psychological contract which means employees’ feelings and commitment to the organization. “For example, a firm could adopt an internally oriented policy to emphasize an employment relationship that is intended to be long-term. This policy would emphasize job security and promote mutual commitments between the employees and the employer so that employees will be more willing to experiment or try new things” (Barnard & Rodgers, 2000; Truss, 2001).Compare to MHRM, international HRM (IHRM) refers to the use of HRM in multinational enterprise. On the other hand, strategic HRM (SHRM) is concerned about strategic aims, systematicness and gold oriented. According to Storey, “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 array
In recent times, there has much debate about what is human resources management (HRM). Obviously, HRM is quite different from personnel management which refers to “a distinctive approach to employment management which seeks to achieve competitive advantage through the strategic deployment of a highly committed and capable workforce suing an array of cultural, structural and personnel techniques.” (Storey, 2007, p.7). Also, “HRM is a body of knowledge and an assortment of practices to do with the organization of work and the management of employment relations.” (Boxall etal., 2008). However, in order to dissect what is HRM in depth, this essay will examine boundary and functions of HRM and theoretical perspectives, for instance, The Guest model on HRM. Also, the key issue on Japanese companies’ HRM model will be discussed.
“There are three major branches of HRM: micro, strategic and international.” (Boxall etal.,2008). Each branch maintains different aspects such as micro HRM’s functions are individual HRM practices and manage organization or staff such as using psychological contract which means employees’ feelings and commitment to the organization. “For example, a firm could adopt an internally oriented policy to emphasize an employment relationship that is intended to be long-term. This policy would emphasize job security and promote mutual commitments between the employees and the employer so that employees will be more willing to experiment or try new things” (Barnard & Rodgers, 2000; Truss, 2001).Compare to MHRM, international HRM (IHRM) refers to the use of HRM in multinational enterprise. On the other hand, strategic HRM (SHRM) is concerned about strategic aims, systematicness and gold oriented. According to Storey, “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 array
Bibliography: Barney, J. 1991. Firm resources and sustained competitive advantage. Journal of Management, 17: 99-120. Boxall, P (2008) The goals of HRM. In P. Boxall, J. Purcell and P. Wright (eds) The Oxford Handbook of Human Resource Mangement (pp. 48-67). Oxford: Oxford University Press. Bratton J& Gold J (2012), Human Resource Management, 5nd edn, pp.20-22, Macmillan Publishers Limited, England. Buller, P. F., & McEvoy, G. M. 2012. Strategy, human resource management and performance: Sharpening the line of sight. Human Resource Management Review, 22: 43-56. Fox A, (1966) Frames of Reference, Industrial Sociology and Industrial Relations, University of Oxford, London, viewed 27 March 2013, < https://blackboard.econ.usyd.edu.au/bbcswebdav/pid-623722-dt-content-rid-125568_2/courses/WORK2205_SEM1_2013/Fox%20Frames%20of%20reference.pdf> Storey, J. (ed.) (2007) Human resource management today: an assessment. In J. Storey (ed.) Human Resource Management: A Critical Text (pp. 3-20). London: Thompson Learning.