Human Resource Management works well in theory but not in practice. Discuss.
Human Resource Management works well in theory but not in practice. Discuss.
Human Resource Management is concerned with the way in which organizations manage their people (Redman and Wilkinson 2001: 1). It covers a wide range of ideas, approaches, and techniques for managing and improving relationships and performance in organizations. However, much of this is criticized for working in theory but not in practice. Due to the vast scale of the human resource management theory, this essay mainly aims to discuss this argument with reference to a key and topical contemporary aspect of HRM, the strategic human resource management.
Strategic Human Resource Management Theory Review
More recently, human resource management has expended its breadth of study beyond the staple concerns of recruitment, selection, training reward and appraisal, etc. in particular, one stream of research, strategic human resource management (SHRM) has emerged as being highly influential in this respect (Wilkinson A et al., 2001:10). SHRM points that an organization 's human resource assets are potentially the sole source of sustainable competitive edge and much of the work in this area stems from the resource-based theory (RBT) of the firm (Barney, 1991, 1995). The resource-based theory provides conceptual basis for asserting that HR resources are key to firms ' competitive and comparative advantage. Miller argue that operational linkages between the business strategy and the policy towards employees are the key, or in his words, the 'fit of HRM with the strategic thrust of the organizations ' (Wilkinson A et al., 2001:10) and he gives his definition of SHRM:
Those decisions and actions which concern the management of employees at all levels in the business and which are directed towards creating and sustaining competitive advantage. (Miller, 1987:352)
Theorists regard HRM as being focused, unified and driven by strategy:
A strategic orientation is a vital ingredient in human resource
Human Resource Management is concerned with the way in which organizations manage their people (Redman and Wilkinson 2001: 1). It covers a wide range of ideas, approaches, and techniques for managing and improving relationships and performance in organizations. However, much of this is criticized for working in theory but not in practice. Due to the vast scale of the human resource management theory, this essay mainly aims to discuss this argument with reference to a key and topical contemporary aspect of HRM, the strategic human resource management.
Strategic Human Resource Management Theory Review
More recently, human resource management has expended its breadth of study beyond the staple concerns of recruitment, selection, training reward and appraisal, etc. in particular, one stream of research, strategic human resource management (SHRM) has emerged as being highly influential in this respect (Wilkinson A et al., 2001:10). SHRM points that an organization 's human resource assets are potentially the sole source of sustainable competitive edge and much of the work in this area stems from the resource-based theory (RBT) of the firm (Barney, 1991, 1995). The resource-based theory provides conceptual basis for asserting that HR resources are key to firms ' competitive and comparative advantage. Miller argue that operational linkages between the business strategy and the policy towards employees are the key, or in his words, the 'fit of HRM with the strategic thrust of the organizations ' (Wilkinson A et al., 2001:10) and he gives his definition of SHRM:
Those decisions and actions which concern the management of employees at all levels in the business and which are directed towards creating and sustaining competitive advantage. (Miller, 1987:352)
Theorists regard HRM as being focused, unified and driven by strategy:
A strategic orientation is a vital ingredient in human resource
Bibliography: Armstrong M. (1994) 'The reality of strategic of HRM ', paper presented at the Strategic Direction of Human Resource Management Conference, Nottingham Trent University, 14-15 December. Armstrong M. (1992) Human Resource Management: Strategy and Action, kogan Page. Barney, J. (1991) 'Firm resources and sustained competitive advantage ', Journal of Management, 17 (1): 99-120 Barney, J.B Bird, A. and Beechler, S. (1995), ``Links between business and transnational human resource management strategy in US based Japanese subsidiaries: an empirical investigation ' ', Blyton, P. and Turnbull, P. (1992) Reassessing Hunan Resource Management, Sage Bertsch, B Burke, G. and Peppard, J. (eds) (1995) Examining Business Process Re-engineering: Current Perspectives and Research Direction, Kogan Page. Bach, 2000, unnamed article, quoted in M. Marchington and A.Wilkinson (2002), People Management and Development: Human resource management at work, 2nd ed, Trowbridge, Wiltshire: Cromwell Press. pp 235. Cheyne A, Lecturer notes, week 1/2003 Cunningham and Hyman, 1995 unnamed article, quoted in M Delery, J.E. and Doty, D.H. (1996), ``Modes of theorizing in strategic human resource management: tests of universalistic, contingency, and configurational performance Dowling, P. and Schuler, R. (1990), ``Human resource management ' ', in Blanpian, R. (Ed.), Comparative Labor Law and Industrial Relations in Industrialized Market Economics, Guest, D. (1993) 'Current perspectives on human resource management in the United Kingdom ', in C. Brewster (ed) Current Trent in Human Resource Management in Europ, Kogan Page Guest, D Hendry, C. (1994b) 'Developing a human resource strategy: a case study in organizational process ', paper presented at the Strategic Direction of Human Resource Management Conference, Nottingham Trent University, 14-15 December. Miller, P. (1987) 'Strategic industrial relations and human resource management--distinction, definition and recognition ', Journal of Management Studies, 24 (4) July: 347-61 Marginson, P., Edwards, P., Martin, R., Purcell, J Miles, R.E. and Snow, C.C. (1984), ``Designing strategic human resource systems ' ', Organization Dynamics, Vol. 13, pp. 36-52. Mintzberg, H., (1994) The rise and Fall of Strategic Planning, Prentice-Hall. Miller, P. (1989) 'Management corporate identity in the diversified business ', Personnel Management (March): 36-9 Marchington, M Porter, M.E. (1980), Competitive Strategy, Free Press, NewYork, NY. Porter, M.E. (1985), Competitive Advantage, Free Press, New York, NY.