Human Resource Management

 

 INTRODUCTION TO HUMAN RESOURCE   MANAGEMENT

This is the first article is provided you to realize  some points about HRM  & grow through  the  each articles  to get  better understanding about huge area of  Human Resource Management.

INTRODUCTION

Human resource management can be defined as a strategic , integrated and coherent approach to the employment , development and well being of the people working in organizations.It was defined by Boxall and Purcell ( 2003 : 1 ) as ' all those activities associated with the management of employment relationships in the firm ' . 

according to Armstrong's handbook of  human resource management practice , some people object to the term " human resource " because it implies that people can be manipulated like any other factor of production . Instead  they favor ' people management '. But HRM is the most commonly used term.

We can define people management as :

"All the management decisions and actions that directly affect , or influence , people as member of  the organization  rather than as job holders."  ( Henderson . 2017 )

We can define human resource management as:

a strategic , coherent approach to the employment and well-being of the people working in organizations '                             ( Armstrong.2014 )

Also , distinct from personnel management , is the emerging philosophy that ' people need to be viewed as an asset rather than merely a variable cost . '  ( Beer et al, 1984 )

New emphasis on line managers accepting responsibility for the ' alignment of competitive strategy and HR policies '           ( Armstrong , 2011 )

Key characteristics of HRM 

Characteristics                       Human resource management ( HRM )

Strategic nature  -  A long term, strategic view of human resources, contrasting with earlier ad-hoc, reactive approaches.

Psychological contact - Based on willing commitment rather than compliance.

Job design  - Typically team based not Taylourist / Fordist.

Organizational structure  - Flexible with core of key employees surrounded by peripheral shells.

Remuneration  - Pay for contribution' rather than 'Pay by position'

Recruitment  -  Sophisticated recruitment for all employees Strong internal labor market for core employees 

Training/development -  A learning organization culture 

Employee relations  - Unitorist 

perspective 

Organization of the HR -  Largely integrated into line management for day-to-day HR issues.

function

Welfare role -  No explicit welfare role 

Criteria for success  - Utilization of human resources 

                                    (Henderson, 2017)

We can define strategic human resource management as ;

' an approach to the development and implementation of HR strategies that are integrated with business strategies and supports their achievement '  (  Armstrong 2014 )

the 5 - propositions model of HRM

As formulated by Schuler ( 1992 ) the 5-p model of HRM describes how HRM operates under the five headings of ;

1. HR philosophy - a statement of how the organization regards its human resources, the role they play in the overall success of the business , and how they should be treated and managed.

2. HR policies - these provide guidelines for action on people-related business issues and for the development of HR programmes and practices based on strategic needs.

3. HR programmes  - these are shaped by HR policies and consist of coordinated HR efforts  intended to initiate and manage organizational change efforts prompted by strategic business needs. 

4. HR practices - these are the activities carried out in implementing HR policies and programmes . They include resourcing , learning and development , performance and reward management  , employee relations and administrations . 

.5. HR processes -  these are formal procedures and methods used to put HR strategic plans and policies into effect. 

GOALS OF HUMAN RESOURCE MANAGEMENT

the goals of  HRM are to ;

• Support the organization in achieving its objectives by developing and implementing human resource ( HR ) strategies that are integrated with the business strategy. ( strategic HRM );

• Contribute to the development of a high -performance   culture ;

• Ensure that the organization has the talented , skilled and engaged people it needs; create a positive employment relationship between management and employees and a climate of mutual trust;

• Encourage the application of an ethical approach to people  management.

Human Resource Management Today

As a description of people management activities in organizations the term HRM is here to stay , even if it is applied diversely or only used as a label to describe traditional personnel management practices. 

HRM has largely become something that organizations do rather than an aspiration or a philosophy and the term is generally in use as a way of describing the process of managing people

A convincing summary of what HRM means today , which focuses on what HRM  is rather than on its philosophy , was provided by peter Boxall, John Purcell and Patrick Wright ( 2007 ) , representing the new generation of commentators . 

SOURCE REVIEW

Human resource management ( HRM ) , the management of work and people towards desired ends, It is fundamental activity in any organization in which human beings are employed . It is not something whose existence needs to be radically justified. HRM of is an inevitable consequence of starting and growing an organization. While there are a myriad of variations in the ideologies , styles and managerial resources engaged. HRM  happens in some form or other. as if organizations cannot survive or grow without making a reasonable attempt at organizing work and managing people.

( Armstrong's Handbook of Human Resource Management )    

REFERENCES

Armstrong , M (1917 ) A Handbook  of personnel ; management practice , 1st  edn , London ,   Kogan page. 

Armstrong ,M ( 1987) human resource management,; a case of the emperor's new clothes ,  personnel  management, August ,pp 30-35

Armstrong , M ( 2000 ) The name has changed but has the game remained the same? Employee  relations, 22 ( 6 ) , pp 576-89

Boxall, P F  and purcell ,  J ( 2003 ) Strategy and human Resource Management, Basingstoke ,  Palgrave Macmillan

Boxall. P F ( 2007 ) The goals of HRM , in ( eds ) P. Boxall, J . Purcell and P. Wright , Oxford  Handbook of Human Resource Management , Oxford , Oxford University Press, pp 48-67

Beer ,M , Spectors , B , Lawrence, P , Quinn Mills , D and Walton , R (1984 ) Managing Human assets,   New York, The Free Press