Human Resource Management Phenomenon
This chapter introduces you to the human resource management (HRM) paradigm. HRM is defined and the tenets of the various HRM models are explained. The central importance of the nature of the employment relationship to HRM is explained, and the chapter draws attention to four aspects: economic, legal, social and psychological. Emphasis is given to understanding competing normative HRM models rather than to practical HRM activities. Evidence of the extensiveness of HRM is also provided. You may wish to refer back throughout your HRM course to Figure 1.3 that provides a framework for ...view middle of the document...
The HRM phenomenon is explained in terms of the renaissance of â€˜market disciplinesâ€™ and the challenge to government intervention in the economy.
Management and human resource management
After defining HRM, the terms â€˜human resourcesâ€™ and â€˜managementâ€™ are explained.
HRM in practice 1.1 - â€˜Rail firms shunt â€˜old BR wayâ€™ into sidings
This example illustrates how some organizations are focusing on developing their â€˜human resourcesâ€™ and the importance being attached to the fundamental ideas of workplace learning and competencies.
a) People determine organizational outcomes. Employees are problematic because: people have dual natures; people form groups; people have freedom of choice. Managers therefore have to deal with a range of issues, tensions and contradictions arising at individual, group, and organizational levels.
b) Management as science, practice, politics and control. (See Figure 1.1)
The nature of the employment relationship
Four main components of the employment relationship are discussed: economic, legal, social and psychological.
The extended discussion on the psychological contract reflects recent interest in this topic in the HRM discourse (See Figure 1.2)
Human resource management functions
To explore HRM functions the text addresses three questions: What do HR professionals do? What affects what they do? And how do HR professionals do what they do? We identify eight key HRM functions to answer the first question, including planning, staffing, developing, motivating, maintaining, managing relationships, managing change and evaluating.
We also identify three broad contingencies: external context, strategy and organizational design to address the question â€˜What affects what HR professionals do?â€™ And a range of technical, cognitive and interpersonal processes and skills are used to accomplish HR functions. (See Figure 1.3)
Theoretical perspectives on HRM
It is evident from reviewing the literature that the meaning and theoretical significance of HRM is contested. The controversy centres on at least two fundamental questions: (1) What exactly does HRM mean and how, if at all, does it differ from personnel management? (2) What core values underlie the HRM model?
The text examines five theoretical models of HRM that Seek to define the salient features of HRM. It also explains the meaning of â€˜hardâ€™ and â€˜softâ€™ versions of HRM.
(a) Fombrun, Tichy and Devanna model of HRM (See Figure 1.4)
(b) Harvard model of HRM (See Figure 1.5)
(c) Guest model of HRM (See Tables 1.1 and 1.2)
a) Warwick model of HRM (See Figure 1.6)
c) Storey model of HRM (See Table 1.3)
HRM versus personnel management: the review of the HRM models emphasizes a number of differences between the â€˜newâ€™ HRM and traditional personnel management....