Human Resource Management in Business Context
Human resource management or mostly named simply as HRM is a strategic method thoroughly thought out for managing industrial relations which accentuate the fact that workforce efficiency and commitment are the key factors in achieving constant competitive advantage or high quality work performance. This is accomplished through a peculiar set of integrated employment policies, programmes and practices intruded in an organisational and social context (Bratton and Gold, 2012). The new HRM model is created from the strategies that contribute mutuality – reciprocal targets, influence, respect and responsibilities. The theory claims that these methods of mutuality educe involvement in a common activity and therefore implementation of the proposed task (Price, 2004). Storey (2007) claimed that human resource management has two main forms of existence. One of the forms is based on academic discourse and activity – it finds expression in books, academic and business journals, conferences, courses in business schools and so on. The other one is represented by practice in organisations that employ people and therefore have employment relationships and organisational culture. It is tempting to characterise these two forms as the theory versus reality split.
The subdivision of work so that particular tasks or jobs are assigned to individuals seamed most appropriate on the basis of skills, experience or cultural traditions. From ancient times all societies applied division of labour. In some countries traditions demanded tasks being allocated to particular groups, as an example, castes in India. In others, higher position jobs generally have been held for members of power elite. Modern human resource management targets to identify and develop the most appropriate people for specific jobs regardless their origin, class or gender (Price, 2004). Fortunately, employers seek only for the best results of the business and choose new employees relatively only their skills and
The subdivision of work so that particular tasks or jobs are assigned to individuals seamed most appropriate on the basis of skills, experience or cultural traditions. From ancient times all societies applied division of labour. In some countries traditions demanded tasks being allocated to particular groups, as an example, castes in India. In others, higher position jobs generally have been held for members of power elite. Modern human resource management targets to identify and develop the most appropriate people for specific jobs regardless their origin, class or gender (Price, 2004). Fortunately, employers seek only for the best results of the business and choose new employees relatively only their skills and
Bibliography: Beaumont, P. (1993), Human Resource Management: Key Concepts and Skills, Sage, London Bratton,J. and Gold, J. (2012) Human resource management: theory & practice, 7th ed., Palgrave Macmillan, Basingstoke Hofstede, G. (1980) Culture 's consequences: international differences in work-related values, Sage Publications, Beverly Hills Price, A. (2004) Human Resource Management in a Business Context, Thomson Learning, London Storey, J. (2007) Human Resource Management: A Critical Text, 3rd ed., Thompson Learning, London