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HRM (CRITIQUE (Promises more than it delivers, Guest (1991)- "…
HRM
CRITIQUE
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Armstrong 2000: "the HRM rhetoric presents it as an all or nothing process which is ideal for any organisation, despite the evidence that different business environments require different approaches"
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Wilmott 193: HRM is manipulative-"any corporate value/practice is a good as any other so long as it secures the compliance of employees"
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WHAT IS IT?
Framework of philosophies, policies , procedures, and practices for the management of the relationship that exists between employer and worker
Recruiting, Selecting, Training, Developing,Appraising, Rewarding, Directing, Motivating and controlling staff
Conventional personnel management - Recruitment, Retention and Retirement
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1980's had a conceptual framework consisting of a philosophy underpinned by a number of theories drawn from the behavioural sciences and from the fields of Strategic Management , Human Capital , Industrial Relations
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MODELS OF HRM
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Guest 1987-4 key elements of HRM
1)Employee Commitment
2)Workforce Flexibility
3)Quality
4)Strategic Integration
Storey's Model of HRM-2007
1)Beliefs and Assumption
2)Strategic Qualities
3)Critical Role of Managers
4)Key Levers
requires involvement of both senior and line managers in successfully developing &implementing practices and policies
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Keenoy 1999:compares HRM with hologram = changes its appearance as we move around its image- each shift/movement reveals another contour/ facet.
conceptually, it appears to be a moving target, and why, empirically , it has no fixed (fixable) forms
taken together, such models indicate a number of key features of HRM that represent a distinctive approach to people management
EMPLOYEE ENGAGEMENT
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Schaufeli 2002:
"Positive, fulfilling, work-related state of mind that is characterise by vigor, dedication and absorption"
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DEFINITIONS
BOXHALL & PURCELL 2003
"HRM includes anything and everything associated with the management of employment relationships in the firm "
Components of individual work performance:
P=f (AMO)-performance=function of ability/motivation & opportunity
PRICE 2007:
"Uniquely important in sustained business success organisations gain competitive advantage by using its people effectively, drawing on their expertise and ingenuity to meet clearly defined objectives"
CASCIO 1998
"The attraction, selection, retention, development and use of hr in order to achieve both individual and organisational objectives"
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HRM ACTIVITIES
- people resourcing
- managing performance
- managing reward
- human resource development
- employment relations
4 MAJOR FEATURES
- Integration
- Responsibility
- Employee Relations
- Stress