The system under this approach is formal. The hard HRM emphasize on the resource side of human resources and place firm control in the hands of management (storey 1987). It views human resource merely as factor of production or a variable cost of business (Tichy et al. 1982). Human resources are passive, to be deployed as numbers and skills at right price under this approach (Legge, 1995).
2a INTRODUCTION The main purpose of the article is to identify the impact of Human Resource Management (HRM) practices on organizational performance. To understand how, the following specific objectives are considered: i. Review of strategic HRM and its benefits to the organization. ii. Provision of key insights with regard to the implementation of HRM practices on employee's performance, ability and behavior.
The term “Human Resource Management” has largely replaced the term “Personnel Management”. Human Resource Management also known as HRM is defined by John Storey as a “distinctive approach to employment management which seeks to achieve competitive advantage through the strategic deployment of a highly committed and capable workforce using an integrated array of cultural, structural and personnel techniques”(Storey, 1995). While Personnel Management “is concerned with obtaining, organizing and motivation the human resources required by the enterprise” (Armstrong, 1977). However it has been argued that the “underlying values of Personnel Management and HRM differ little, and that organisational constraint may well take a truly integrated approach”
Best fit approach emphasis on appropriate HR strategies along with culture, process and environment. Best fit can categorized as internal fit and external fit. According to Delery and Doty, (1996) internal fit is the level of alignment coherent of HR policies to HRM system and external fit resembles alignment of HRM practice with strategic management process (Schuler & Jackson, 1987) Increased organization performance is influenced by best HRM practice regardless strategies (Guest 2000). Pfeffer (1994) stated seven key factors of best practice which are employment security; selectivity in hiring; self-management work teams; high compensation contingent on work performance; extensive training; reduced status differences; and
Human resource management is the significant concept that is used by organisations for integrating their functions with the external environment. HR integrates all the departments with other in order to make sure that main objectives of the business are achieved. The main aim of this paper is to evaluate the tools that can be used for managing resources to achieve the business objectives of organisations. For this purpose, the paper is divided into four different activities that include human resource management, management of physical resources, marketing and information management systems. All these aspects are discussed by considering the role and importance of human resource management towards achievement of organisational goals and objectives.
HUMAN RESOURCE STRATEGY INTRODUCTION TO HUMAN RESOURCE STRATEGY Human resource refers to the people who work in an organization. They are considered the most important resource in an organization. Human resources have the potential in providing competitive advantage hence there is rising importance for the strategic role of human resource management. Human resource strategy involves planned and effective use of human resource in order to get a competitive edge over the competitors. There are 4 aspects of human resource strategy namely; 1) The use of planning in human resource management 2) An integral approach to the design and implementation of HR strategy 3) Coordinating HRM policies formulated with the business strategy established by the
Human Resource Management (HRM) is the basis of all management activity. (Torrington, Hall, & Taylor, 2008) The basis of management is always the same; meaning that people are needed in an organization in order to make things happen in a productive way and thus for the business to prosper and for people to thrive. Additionally, it is important for an organization to keep a balance between people’s aspirations and simultaneously business financial outcomes. (Torrington, Hall, & Taylor, 2008) Thus, in order to understand how this balance can remain stable, in this paper the focus will be on the HRM practices, two theoretical models that contribute to the effectiveness of HRM practices, the implementations of HRM practices by leaders and how employees
It establishes mechanism for the administration of personnel services that are delegated to the personnel department. Thus, the responsibility of human resource management is very significant in an organization and it should not be diluted especially in large scale enterprises. It is the input to the whole organization and related to all other activities of the management i.e., marketing, production, finance etc. HRM: Origin & Growth: Human Resource Management deals with the administration of people as organizational assets rather than as element of production. This involves a system to be directed in business to select, hire, place, coach and grow human assets.
Human Resource Management “Human resource management is a strategic, integrated and coherent approach to the employment, development and well-being of the people working in organizations” (Armstrong, 2009 p.4) The history of Human Resource Management (HRM) stretches back as far as somewhere around the late nineteenth century and early twentieth century. Fredrick Winslow Taylor introduced his theory on scientific management (Taylorism); the basis was to find ways for organisations to improve, without any regards to workers needs. Elton Mayo initiated the behavioural science movement through his Hawthorne studies, longitude scientific experiments in order to find alternative to scientific management, later the movement was later lead by Maslow,
INTRODUCTION Human Resource Management What is Human Resource Management (HRM)? Human Resource Management (HRM) is a business function with roles in an organization that performs and execute the recruitment of employees, management of overall employees and providing assistance and tools to align employees’ mentality toward the direction of the organisation. The roles and duties of HRM does not only falls within the responsibilities of the HR department, however it is a collaborated function to be performed by the whole management level of an organization, from line managers to the managing directors and business owners. Diving into slightly more details, HRM is classified as an organizational function, which handles issues relating to employees