Managing Human Resources
Managing Human Resources – Assignment One
Many key academics have defined two separate versions of HRM; these are defined as hard and soft HRM. Storey (1989) distinguished between hard and soft forms of HRM, these were developed and typified from the earlier models derived from the Harvard System and the Michigan Model.
Human resource management is implemented in different ways, these are the hard and soft versions of HRM, which were developed by Storey (1993), he stated that HRM is a softer approach to human resources and PM is a harder approach. The differences being that the HRM i.e. soft version of human resources has an emphasis on motivating employees through the use of communication, bonuses and rewards and by simplifying work activities. It has a balance of interests and a pluralist approach it is based on the notion that employees are self motivating by seeking satisfaction form there jobs in order to motivate themselves and will hence be committed to their jobs. HRM takes a more calculated and qualitative approach i.e. the hard approach to human resources where employees are seen as a component of the input/output equation and the purpose of HRM is to increase utilisation of employees. This approach by passes trade unions and is a unitary approach.
The hard version of HRM has been defined as; ‘a process emphasising the close integration of human resource policies with business strategy which regards employees as a resource to be managed in the same rational way as any other resource being exploited for maximum return.’ Karen Legge (1998).
The hard version of HRM focuses on the ‘resources’ aspect of HRM. It emphasises costs in the form of employee costs and places control firmly in the ands of management. The role of management is to mange numbers of employees effectively in order to keep the level of the workforce closely matched to requirements of the organisation in terms of bodies and labour.
The focus of hard HRM is on managing people in a
Many key academics have defined two separate versions of HRM; these are defined as hard and soft HRM. Storey (1989) distinguished between hard and soft forms of HRM, these were developed and typified from the earlier models derived from the Harvard System and the Michigan Model.
Human resource management is implemented in different ways, these are the hard and soft versions of HRM, which were developed by Storey (1993), he stated that HRM is a softer approach to human resources and PM is a harder approach. The differences being that the HRM i.e. soft version of human resources has an emphasis on motivating employees through the use of communication, bonuses and rewards and by simplifying work activities. It has a balance of interests and a pluralist approach it is based on the notion that employees are self motivating by seeking satisfaction form there jobs in order to motivate themselves and will hence be committed to their jobs. HRM takes a more calculated and qualitative approach i.e. the hard approach to human resources where employees are seen as a component of the input/output equation and the purpose of HRM is to increase utilisation of employees. This approach by passes trade unions and is a unitary approach.
The hard version of HRM has been defined as; ‘a process emphasising the close integration of human resource policies with business strategy which regards employees as a resource to be managed in the same rational way as any other resource being exploited for maximum return.’ Karen Legge (1998).
The hard version of HRM focuses on the ‘resources’ aspect of HRM. It emphasises costs in the form of employee costs and places control firmly in the ands of management. The role of management is to mange numbers of employees effectively in order to keep the level of the workforce closely matched to requirements of the organisation in terms of bodies and labour.
The focus of hard HRM is on managing people in a