Examine the changes in the way in which HRM is ‘delivered’ in organisations. What do you think are the advantages and disadvantages of these changes for the HR function?
Human Resource Management (HRM) is the strategic and coherent approach to the management of an organization's most esteemed assets - the individuals working there who individually and collectively contribute to the attainment of the objectives of the business. HRM is the organizational function that deals with affairs associated to people such as compensation, procuring, performance administration, organization development, security, wellness, profits, employee inspiration, communication and training. It can additionally be performed by line managers.
Source: http://healthcare.cogno-sys.com/wp-content/uploads/2013/02/HR-Mgt.jpg
Strategic management refers to the methodology of crafting strategies, their execution and assessment of their adequacy. It aims to ensure that HR strategy is not a means however an end in itself as far as business objectives are concerned. HRM is completely integrated with the strategy and the strategic needs of the organization. Human resource policies cohere both across policy regions and across hierarchies. HR architecture of the organization brings about its above-average fiscal execution and is composed of the frameworks, practices, competencies and employee performance behaviors that reflect the improvement and management of the organization’s human resource. Human resource practices are balanced, acknowledged, and utilized by line managers and employees as feature of their everyday work. The strategic HRM guarantees expanded employee and organizational productivity and subsequently contribute to upgraded performance. It builds t...
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Small Business (2013). What Are the Disadvantages of a Human Resource Management System? [online]. Available from: <http://smallbusiness.chron.com/disadvantages-human-resource-management-system-60315.html>. [Accessed 18 November 2013].
Taylor & Francis (2008). The devolution of HR to the line [online]. Available from: <http://www.tandfonline.com/doi/full/10.1080/09585190701799838>. [Accessed 15 November 2013].
University Of South Wales (2008). Line Manager Responsibility [online]. Available from: <http://hr.southwales.ac.uk/manager_responsibilities/>. [Accessed 15 November 2013].
WiseGeek (2013). What Is Electronic Human Resource Management? [online]. Available from: <http://www.wisegeek.com/what-is-electronic-human-resource-management.htm>. [Accessed 15 November 2013].
The sacrifices are often consistency, expertise, cost, and efficiency. A decentralized human resource approach is not as efficient as a centralized department, just as individual production is not as efficient as mass production. With a centralized human resource department, personnel specialists specialize in one area of human resources. Therefore, they make less mistakes and are more cost effective. Whereas, when personnel generalists are functioning independently in a decentralized approach, policies and procedures may not be as well understood or followed. So, if every personnel generalist is understanding or applying the rules differently without supervision, there are often inconsistencies in the way human resource functions are executed. This can sometimes lead to serious repercussions, even lawsuits, especially in the realm of hiring and firing (for example, “nepotism and favouritism”) (Kolehmainen, R., and L.
Changing the Roles. Traditionally, HR has been an administrative position — processing paperwork, benefits, hiring and firing, and compensation. However, recently HRM has moved from a traditional to a strategic role, with the emphasis on catering to the needs of consumers and workers. Before, HR was seen as the enemy and employees believed that HR’s main purpose was to protect management. Now, the position requires HRM to be more people-oriented and protect their human capital, the staff.
Ulrich, D., Younger, J., and Brockbank, W. 2008. “The twenty-first century HR organization.” Human Resource Management, 47, pp.829-850.
Human resource management (HRM) encompasses the activities of acquiring, maintaining, and developing the organization's employees (human resources). "The traditional view of these activities focuses on planning for staffing needs, recruiting and selecting of employees, orienting and training staff, appraising their performance, providing compensations and benefits, and making their career movement and development." HRM involves two aspects:...
Source: Tamkin, P, Reilly, P. & Strebler, M. (2006) The Changing HR Function: The Key Questions. Change Agenda, Issued: October 2006, Reference: 3836, London: Chartered Institute of Personnel and Development
Knouse, S. B. (2005). The Future of Human Resource Management: 64 Leaders Explore the Critical HR Issues of Today and Tomorrow. 58(4), 1089-1092.
The third stage in HRM development which began in the late 1970?s and early 1980?s was the realisation that effective HRM could give an organisation competitive advantage. Within this stage HRM is viewed as important for both strategy formulation and implementation. For example 3M?s noted scientists enable the company to pursue a differentiation strategy based on innovative products. At the competitive stage, then, human resources are considered explicitly in conjunction with
4) Tokesky, George C; Kornides, Joanne : ‘Strategic HR Management is vital’( Personal journal, December 1994 v 73 n 12 p 115.
Torrington, D., Hall, L. and Taylor, S. (2008). Human Resource Management, 7th ed. Prentice Hall.
Human Resource Management (HRM) can be defined as “the set of programs, functions, and activities designed and performed in order to capitalize on both employee as well as organizational effectiveness. It is a management function that helps organization in recruiting, selecting, and training, developing and managing
In this assignment I will be looking at the role played by the Personnel Management to Human Resource Management (HRM) for Sainsbury's and there historic developments. I will also be looking at how the existing HR function for Sainsbury's could be developed to work more effectively with the rest of the organisation.
Introduction A comprehensive Human Resource Management Strategy plays a vital role in the achievement of an organisation’s overall strategic objectives and visibly illustrates that the human resources function fully understands and supports the direction in which the organisation is moving. A comprehensive HRM Strategy will also support other specific strategic objectives undertaken by the marketing, financial, operational and technology departments. In essence, an HRM strategy’s aim should be to capture the ‘people’ part of an organisation and its medium to long-term projection of what it wants to achieve, ensuring that. It employs the right people, those have the right mix of skills, employees show the correct behaviours and attitudes, and employees have the opportunity to be developed the right way.
Lewis, Clive (2007) Human resource management international digest. Bradford: 2007. Vol 15, Iss.4: pg. 3.
In the 1980’s, the birth of a new concept called ‘Human Resource Management’ was born. This trend comes after an intense period of Taylorisation, Fordism and now, McDonaldisation. HRM came to counter balance these trends and to consider the concept of the Man as a Man and not as a machine. For the last several decades, the interests of companies in "strategic management" have increased in a noteworthy way. This interest in strategic management has resulted in various organizational functions becoming more concerned with their role in the strategic management process. The Human Resource Management (HRM) field has sought to become integrated into the strategic management process through the development of a new discipline referred to as Strategic Resource Management (SHRM). In current literature, the difference between SHRM and HRM is often unclear because of the interconnections linking SHRM to HRM. However, the concepts are slightly different. Thus, we can ask, what is strategic human resource management? What are the main theories and how do they work? What do they take into account and how are they integrated? What are the links between SHRM and organization strategy? In order to answer to these questions, we will precisely define strategic human resource management, followed by a look at the different approaches built by theorists, and finally, we will see the limits between the models and their applications depending on the company’s environment. Discussion Strategic Human Resource Management: definition Strategic human resource management involves the military word ‘strategy’ which is defined by Child in 1972 as "a set of fundamental or critical choices about the ends and means of a business". To be simpler, a strategy is "a statement of what the organization wants to become, where it wants to go and, broadly, how it means to get there." Strategy involves three major key factors: competitive advantages (Porter, 1985; Barney, 1991), distinctive capabilities (Kay, 1999) and the strategic fit (Hofer & Schendel 1986). Strategies must be developed with a relevant purpose to sustain the organizational goals and aims. SHRM is one of the components of the organizational strategies used to sustain the business long-term. SHRM defined as: “all those activities affecting the behaviour of individuals in their efforts to formulate and implement the strategic needs of the business. (Schuler, 1992)” or as “the pattern of planned human resource deployments and activities intended to enable the firm to achieve its goals.
1. Define human resource management. What critical human resource management functions must be performed regardless of the organizations size? (Up to 10 pts.)