Contrast and Compare Approaches to Hrm Within Two Diverse Countries?

Contrast and compare approaches to HRM within two diverse countries? Introduction Human resource management (HRM) means the activities of management in the employment relationship (Boxall and Purcell, 2003). The use of strategic HRM in an organisation helps function with its various activities like training n development, motivation, recruitment, employee selection, leadership, communication and reach their milestones. HRM strategy helps an organisation to focus on its micro-strategic issues. It also helps to provide a robust and link between its various activities conducted in a HRM department (Beardwell, 2004). This essay will cover the importance of understanding HR practices of two diverse countries. The study of comparative HRM is necessary to build a bridge between two different cultures. For example UK there is high rate of part time jobs due to a wide range of social and economic reasons. On the other hand, part time jobs in other parts of Europe are comparatively less. To know these difference and to easy cross culture businesses comparative HRM is necessary. In the past half century with the rise in globalisation, international human resource management (IHRM) has gained popularity. However the study of international and comparative HRM is regarded as an expensive and time consuming research (Adler, 1984; Brewster et al, 1996; Tregaskis et al, 2003). Hyman, R 1999 says that cross broad expansion has created a need for the deep knowledge of IHRM to avoid complex business issues Models of HRM In HRM, there is no specific approach or single way to implement it. HRM is a style of management which can be measured and defined or even compared against an ideal model. There are two approaches or models of HRM – soft Model and hard Model. Hard HRM emphasize the "resource" aspect of HRM, Legge refers to this as "Utilitarian Instrumentalism". The hard HRM model focuses on the critical integration of human resource policies, systems and activities

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