Hrm Is a Strategic and Coherent Approch to Management
‘HRM IS A STRATEGIC AND COHERENT APPROACH TO THE MANAGEMENT OF AN ORGANISATION’S MOST VALUED ASSETS’. DISCUSS.
OVERVIEW OF THE TOPIC
The discussion on the topic begins with definition/explanation of HRM and two useful models. Discussion proceeds with explanation of the aims of HRM, characteristics of HRM and concludes with the views of the group on HRM as a strategic and coherent approach to the management of the organizations’ most valuable asset.
Meaning of HRM
Human Resource Management (HRM) is the strategic and coherent approach to the management of organisation’s most valued assets - the people working there who individually and collectively contribute to the achievement of the objectives of the business. It could be described as employing people, developing their resources, utilizing, maintaining and compensating their services in tune with the job and organizational requirements. (Ahrm.org.uk)
According to John Storey (1989) HRM can be regarded as a ‘set of interrelated policies with an ideological and philosophical underpinning’. He suggests four aspects that constitute the meaningful version of HRM:
1. A particular constellation of beliefs and assumptions;
2. A strategic thrust informing decisions about people management;
3. The central involvement of line managers;
4. Reliance upon a set of ‘levers’ to shape the employment relationship.
MODELS OF HRM
a) The Matching Model of HRM
One of the first explicit statements of the HRM concept was made by the Michigan School (Fombrun et al, 1984). They held that HR systems and the organization structure should be managed in a way that is congruent with organizational strategy; they further explained that there is a human resource cycle which consists of four generic processes or functions that are performed in all organizations. These are:
1. SELECTION – matching available human resources to jobs
2. APPRAISAL– performance management
3.REWARDS – ‘the reward system is one of the
OVERVIEW OF THE TOPIC
The discussion on the topic begins with definition/explanation of HRM and two useful models. Discussion proceeds with explanation of the aims of HRM, characteristics of HRM and concludes with the views of the group on HRM as a strategic and coherent approach to the management of the organizations’ most valuable asset.
Meaning of HRM
Human Resource Management (HRM) is the strategic and coherent approach to the management of organisation’s most valued assets - the people working there who individually and collectively contribute to the achievement of the objectives of the business. It could be described as employing people, developing their resources, utilizing, maintaining and compensating their services in tune with the job and organizational requirements. (Ahrm.org.uk)
According to John Storey (1989) HRM can be regarded as a ‘set of interrelated policies with an ideological and philosophical underpinning’. He suggests four aspects that constitute the meaningful version of HRM:
1. A particular constellation of beliefs and assumptions;
2. A strategic thrust informing decisions about people management;
3. The central involvement of line managers;
4. Reliance upon a set of ‘levers’ to shape the employment relationship.
MODELS OF HRM
a) The Matching Model of HRM
One of the first explicit statements of the HRM concept was made by the Michigan School (Fombrun et al, 1984). They held that HR systems and the organization structure should be managed in a way that is congruent with organizational strategy; they further explained that there is a human resource cycle which consists of four generic processes or functions that are performed in all organizations. These are:
1. SELECTION – matching available human resources to jobs
2. APPRAISAL– performance management
3.REWARDS – ‘the reward system is one of the