Hard and Soft Models of Hrm
DISCUSS HARD AND SOFT MODELS HUMAN RESOURCE MANAGEMENT
Table of Contents
1. Introduction 3
2. Literature Review of Soft and Hard HRM Models 6
3. Discussion on Soft and Hard HRM Models 10
4. Conclusion 12
5. References 13
DISCUSS HARD AND SOFT MODELS HUMAN RESOURCE MANAGEMENT
Introduction
Human resource management (HRM) is the strategic and coherent approach to the management of an organization 's most valued assets - the people working there who individually and collectively contribute to the achievement of the objectives of the business. The terms "human resource management" and "human resources" (HR) have largely replaced the term "personnel management" as a description of the processes involved in managing people in organizations. In simple words, HRM means employing people, developing their capacities, utilizing, maintaining and compensating their services in tune with the job and organizational requirement.
Human Resource Management(HRM) is seen by practitioners in the field as a more innovative view of workplace management than the traditional approach. Its techniques force the managers of an enterprise to express their goals with specificity so that they can be understood and undertaken by the workforce, and to provide the resources needed for them to successfully accomplish their assignments. As such, HRM techniques, when properly practiced, are expressive of the goals and operating practices of the enterprise overall. HRM is also seen by many to have a key role in risk reduction within organisations.
Synonyms such as personnel management are often used in a more restricted sense to describe activities that are necessary in the recruiting of a workforce, providing its members with payroll and benefits, and administrating their work-life needs. So if we move to actual definitions, Torrington and Hall (1987) define personnel management as being:
“a series of activities which: first enable working people and their employing
Table of Contents
1. Introduction 3
2. Literature Review of Soft and Hard HRM Models 6
3. Discussion on Soft and Hard HRM Models 10
4. Conclusion 12
5. References 13
DISCUSS HARD AND SOFT MODELS HUMAN RESOURCE MANAGEMENT
Introduction
Human resource management (HRM) is the strategic and coherent approach to the management of an organization 's most valued assets - the people working there who individually and collectively contribute to the achievement of the objectives of the business. The terms "human resource management" and "human resources" (HR) have largely replaced the term "personnel management" as a description of the processes involved in managing people in organizations. In simple words, HRM means employing people, developing their capacities, utilizing, maintaining and compensating their services in tune with the job and organizational requirement.
Human Resource Management(HRM) is seen by practitioners in the field as a more innovative view of workplace management than the traditional approach. Its techniques force the managers of an enterprise to express their goals with specificity so that they can be understood and undertaken by the workforce, and to provide the resources needed for them to successfully accomplish their assignments. As such, HRM techniques, when properly practiced, are expressive of the goals and operating practices of the enterprise overall. HRM is also seen by many to have a key role in risk reduction within organisations.
Synonyms such as personnel management are often used in a more restricted sense to describe activities that are necessary in the recruiting of a workforce, providing its members with payroll and benefits, and administrating their work-life needs. So if we move to actual definitions, Torrington and Hall (1987) define personnel management as being:
“a series of activities which: first enable working people and their employing
References: i. Beer, M., Spector, B., Lawrence, P. R., Ills, D. Q., and Walton, R. E., (1985). ‘Human resource management: A General Manager’s Perspective’. New York: Free Press. ii. Blyton, P. and Tumbull, P. (eds) (1992).’Reassessing Human Resource Management’. London: Sage. iii. Boxall, P. (1996). ‘The strategic HRM debate and the resource-based view of the firm’. Human resource management Journal, 6, 3, 59-75. iv. Cully, M., O’Reilly, A., Millward, N. et al. (1998). ’The 1998 Workplace Employee Relations Survey: First Findings’. London: DTL. v. Francis, H. and Keegan, A. (2006). ‘The changing face of HR: in search of balance’. Human Resource Management Journal, 16, 3, 231–49. vi. Guest, D., (1990). ‘Human resource management and the American Dream’. Journal of Management Studies. 27(4):377-97. vii. Guest, D., (1991). ‘Personnel management: the end of orthodoxy?’. British Journal of Industrial Relations, 29(2):149-76. viii. Guest, D., J Michie, M. Sheehan and N. Conway (2000). ‘Getting Inside the HRM-Performance Relationship’. Working Paper No 8, ESRC, Future of work Series. ix. Harley, B. and Hardy, C. (2004). ‘Firing Blanks? An Analysis of Discursive Struggle in HRM’. Journal of Management Studies 41:3, 377-400. x. Legge, K., (2005). ‘Human Resource Management: Rhetorics and Realities’. 10th anniversary edition. Basingstoke: Palgrave Macmillan. xi. Locke , J. (1901). ‘An Essay Concerning Human Understanding’. In J. A. ST. John, (ed.), The Philosophical Works of John Locke. London: George Bell and Sons.