Assessment on Hrm
1.0
Armstrong (2003), defined ‘Employee resourcing as been concerned with ensuring that the organisation obtains and retains the human capital it needs and employs them productively’. Failure to recruit workers with appropriate competence will doom the firm to failure or stunted growth. (Boxall and Purcell, 2003, pg 140,141). Employee resourcing can involve sophisticated methods intended to realise long term objectives and balancing consideration such as satisfying the immediate needs to minimise employee costs and maximising the employee’s value to the firm and obtaining the optimal mix of skills and commitment in the work force. (Price, 2000)
Strategic HRM is a general approach to the strategic management of human resources in harmony with the intentions of the organisation on the future direction it has decided to take. It is concerned with longer-term people issues and macro concerns about structure, quality, culture values commitment and matching resources to meet future needs. (CIPD, 2008)
‘According to Armstrong(2006, pg 115), Strategic HRM is an approach to making decisions on the intentions and plans of organisation in the shape of policies, programmes and practices concerning the employment relationship, resourcing, learning and development, performance management, reward and employee relations’ which will make the organisation achieve sustained competitive advantage.
Strategic HRM is based on HRM principles incorporating the concept of strategy. So if HRM is a coherent approach to the management of people, SHRM now implies that HRM is done in a planned way that integrates organisational goals with policies and action sequences. (CIPD, 2008). According to Torrington (2007. pg 35), three theoretical approaches can be identified to strategic HRM.
Universalist approach: based on the concept that there is one best way of managing human resources in order to improve business performance. This is derived from the conception of Human
Armstrong (2003), defined ‘Employee resourcing as been concerned with ensuring that the organisation obtains and retains the human capital it needs and employs them productively’. Failure to recruit workers with appropriate competence will doom the firm to failure or stunted growth. (Boxall and Purcell, 2003, pg 140,141). Employee resourcing can involve sophisticated methods intended to realise long term objectives and balancing consideration such as satisfying the immediate needs to minimise employee costs and maximising the employee’s value to the firm and obtaining the optimal mix of skills and commitment in the work force. (Price, 2000)
Strategic HRM is a general approach to the strategic management of human resources in harmony with the intentions of the organisation on the future direction it has decided to take. It is concerned with longer-term people issues and macro concerns about structure, quality, culture values commitment and matching resources to meet future needs. (CIPD, 2008)
‘According to Armstrong(2006, pg 115), Strategic HRM is an approach to making decisions on the intentions and plans of organisation in the shape of policies, programmes and practices concerning the employment relationship, resourcing, learning and development, performance management, reward and employee relations’ which will make the organisation achieve sustained competitive advantage.
Strategic HRM is based on HRM principles incorporating the concept of strategy. So if HRM is a coherent approach to the management of people, SHRM now implies that HRM is done in a planned way that integrates organisational goals with policies and action sequences. (CIPD, 2008). According to Torrington (2007. pg 35), three theoretical approaches can be identified to strategic HRM.
Universalist approach: based on the concept that there is one best way of managing human resources in order to improve business performance. This is derived from the conception of Human
References: Armstrong (1999): Employees Gain Greater Access to Records, Irish Times, Dublin Armstrong M and Baron A (2005): Managing performance, London, CIPD house. Armstrong Michael (2006), Human Resource Management Practice, 2nd Edition, CIPD, London. Boxall P and Purcell J (2003), Strategy and Human Resource Management, Basingstoke, Palgrave Macmillian. Heery E and Noon M (2001), a dictionary of Human Resource Management, Great Britain, Oxford united press. Leopold J, Harris L, and Watson T (1999): Strategic Human Resourcing, Principles, Perspectives and Practices, Great Britain, William Clowes. McMahon Gerard (2002): Recruitment and selection, Ireland, oak tree press. Price Alan (2004): Human Resource Management in a business context. 2nd edition, Italy, Saxon graphics Price Alan (2007): Human Resource Management in a business context Price Alan (2007): Human Resource Management in a business context. 3rd edition, Italy, Saxon graphics Torrington D, Hall L and Taylor S, (2008) Human Resource Management 8th Edition, Prentice Hall. Cipd (2008): viewed 4th of December 2008, http://www.cipd.co.uk/subjects/recruitmen/selectn/selgcndts.htm