Introduction to Human Resource Management
Human Resource Management
“Human Resource Management is the strategic and operational management of activities focusing on the human resources in an organisation.” Mathis and Jackson, 1991
Characteristics of Human Resource Management
- An explicit relation between HRM and corporate strategy
- Commitment of Employee
- Recognition of the common interests and needs
- Response to influences of social, economic, political and cultural contexts
- Owned by line managers and not by personnel specialists
- Employees are seen as assets or human capitals
Function or Areas of HRM
- Job Analysis
- Human Resource Planning
- Recruitment and Selection
- Training and Development
- Performance Appraisal
- Compensation and Benefits
- Health and Safety
- Employee Relations
The Development of HRM Concept
- Early Scientific Management Era
- Scientific Management
- Human Relation Movement
- The New HRM Era
- The Work of Pioneers
- Human Capital Concept
- The Concept of Corporate Culture and HRM
- The New HRM
- HRM in the UK
Theoretical Perspectives of HRM
- General system theory
- Institutional theory
- Resource dependence theory
- Human capital theory
- Transaction costs theory
- Resource-based theory
HRM Model
- The Matching Model
- The Harvard Model
The Harvard Model
- Employee influence
- Human resource flow
- Reward systems
- Work systems
The Model of Strategic Change and HRM
- Guest’s Normative Model
- Brewster’s International Model of HRM
- Schuler’s Contextual Model
- External Context
- Sense-Making and Decision Making
- Human Resource Management Activities
Guest’s Normative Model
Brewster’s International Model of HRM
Schuler’s Contextual Model
External Context
- Customers
- Laws and regulations
- National cultures
- Labour unions
- Labour market
- Technology
- Industry
- Suppliers, competitors and potential alliance partners
Sense-Making and Decision Making
- Interpreting environment
- Selecting and prioritising objectives
Human Resource Management Activities
- Planning
- Staffing
- Appraising
- Rewarding
- Developing
HRM Paradigms: Universalism Vs. Particularism
HRM Approaches: HARD Vs. SOFT HRM
The Scope of HRM
The Rising Interest in Human Resource Management
- To have a competitive advantage in local and international markets
- Globalization
- Workforce diversity
- Changing skill requirements and avoiding skills deficiencies
- The contingent workforce
- Continuous improvement programme and work process engineering
- Decentralised work sites
- Employee involvement
- Minimises the complexities of the organisation
- Changes in technology
- To provide opportunities for educated workforce
Personnel Management Vs. Human Resource Management
Objectives of Human Resource Management
- Achieve high productivity
- Increase the quality of work-life
- Increase workforce commitment
- Management of organisational culture
- Providing a supportive environment for employees’ creativity
- Making organisation system flexible
- Maximising social concerns
Strategic Roles of HRM
- Strategic Selection
- Strategic Appraisal
- Strategic Rewards
- Strategic Development
Reference:
- Management an Introduction – David Boddy (Publication – Pearson, 7th Edition)
- Human Resource Management – Dev Raj Adhikari
- Business Studies – XII (Asmita Publication)