HRM personel HRM
... Role and Purpose ‘A strategic approach to acquiring, developing, managing, gaining the commitment of the organisation’s key resource – the people who work in and for it’ -Armstrong (1998) Human resource Management (HRM) is key to an organisations success by linking in with the organisations objectives and business strategy. HRM is not here to replace Personnel Management but to simply specialise and advance it. HRM looks at the individual, it is strategic and individualistic. ... Take away our people and we might not recover” Tom Watson Former IBM President HRM is very ‘proactive’ looking forward to assess and address future issues that will affect the organisation and its valued assets its workers. ... HRM looks at the wider picture as mentioned before and due to its long term, planning can hope to address any factors that may arise before they become a problem. ... HRM sits at the heart of initiatives such as culture change, total quality management and business process and re-engineering. ... HRM sets to dispel the myth of ‘them and us’ when it comes to employees and management and put constructive changes in place. ... It is in some ways hard to draw the line between ‘personnel’ and HRM as most as the two both are dealing with ‘people’. The differences however lie in the fact that HRM is seen as a strategy, a competent workforce to over-ride the competition. HRM takes personnel to a strategic level. Old assumptions of personnel have been that; • People are a variable cost • Conflicts between stakeholders bargaining and confrontation • Hiring and firing • General admin There is however, different influences that HRM seeks to do, and that is: • Recognise the need to cultivate and motivate employees • Open channels of communication • Set out goals • The development of employees HR is effective If we can base some of our policies around the Harvard Model and how we should manage our people pulling on them as resources, Human resource flows - recruitment, selection, placement, promotion, appraisal and assessment, promotion, termination, etc. ... Following Guests (1989) theories of the underlying principles of HRM, we should apply the following in order to achieve organisational success 1. ... HRM is focused on the wider implications making sure to proactively encourage flexible working attitudes and accept new methods. Where Personnel management before has been practical and utilitarian the HRM aspect ensures that the ‘human’ element is a major player in the overall success of our organisation. ... Our best resources are employees, they are assets, but unlike tables and chairs their personnel welfare must also be taken into account that is where HRM is seen as a ‘caring role’. HRM has great emphasis on planning, monitoring, and control. Horwitz discusses the fact that HRM optimistically ensures direct employee communication and involvement this in turn hopes to achieve co-operation and organisational loyalty.