MANAGING HUMAN RESOURCES
MANAGING HUMAN RESOURCES
TASK 1 – Be able to understand the different perspectives of human resource management.
1.1 Explain Guest's model of HRM
The Guest’s Model aim to differentiate personnel management from human resource management and therefore states that human resource management is commitment based rather than compliance based as practiced by personnel management. By this, he sees human resource management as going beyond recruitment and training of employees to recognising employees as assets to the organisation that need to be strategically managed in an organisation to gain their commitment to achieve organisational goals. This approach focuses on the individual needs rather than the collective workforce.
At Harrods, this model is adopted by the HRM department developing the strategy that increased employee engagement and trust. To achieve this, the HRM at Harrods has the responsibility in scouting for the best talent to attract at Harrods, develop the employees through learning suitable training to enable them perform their roles to the best of their ability. They also changed the organisational structure by breaking down the high hierarchy with too many layers and putting more responsibilities in the hands of employees. They also encouraged personal leadership by changing the leadership style where employees are encouraged to make decisions as the vision of the organisation is shared. There was also improved communication using different approaches like; Internal employee magazine
“Your Harrods”, Morning Briefing, Intranet, Quarterly employee forum, Other forms of employee voice.
”Guest model fails to highlight the level of alignment of HRM policies to organisational goal referred to as vertical integration ” (Schuler and Jackson, 1987).
”Sometimes these two are in conflict” (Legge,1995).
”Also, the sheer
TASK 1 – Be able to understand the different perspectives of human resource management.
1.1 Explain Guest's model of HRM
The Guest’s Model aim to differentiate personnel management from human resource management and therefore states that human resource management is commitment based rather than compliance based as practiced by personnel management. By this, he sees human resource management as going beyond recruitment and training of employees to recognising employees as assets to the organisation that need to be strategically managed in an organisation to gain their commitment to achieve organisational goals. This approach focuses on the individual needs rather than the collective workforce.
At Harrods, this model is adopted by the HRM department developing the strategy that increased employee engagement and trust. To achieve this, the HRM at Harrods has the responsibility in scouting for the best talent to attract at Harrods, develop the employees through learning suitable training to enable them perform their roles to the best of their ability. They also changed the organisational structure by breaking down the high hierarchy with too many layers and putting more responsibilities in the hands of employees. They also encouraged personal leadership by changing the leadership style where employees are encouraged to make decisions as the vision of the organisation is shared. There was also improved communication using different approaches like; Internal employee magazine
“Your Harrods”, Morning Briefing, Intranet, Quarterly employee forum, Other forms of employee voice.
”Guest model fails to highlight the level of alignment of HRM policies to organisational goal referred to as vertical integration ” (Schuler and Jackson, 1987).
”Sometimes these two are in conflict” (Legge,1995).
”Also, the sheer