Human Resource Management

Introduction

The focus of human resource management (HRM) is to manage people within the employer-employee relationship (Stone, 1995). However, such a broad definition is unable to distinguish HRM from its' predecessor' - Personnel Management. Some say that HRM "involves the productive utilisation of people" (Stone, 1995: p. 4), and is therefore more proactive than Personnel Management (Harrison, 1993: p.32). Others say that HRM is unique in that it seeks to strategically integrate the human resource (HR) function within the overall corporate strategy (Boxall, 1996; Skelton, 1996). Furthermore, HRM can be described as having a 'hard' and a 'soft' version. Such elasticity in the use of the term HRM makes the development of a general theory for HRM seemingly impossible. This report will seek to give a brief review of Human Resource Management, in all of its disguises, whilst making recommendations for Wesson to move from Personnel to HRM.

Within most large organisations, HRM has taken on much the same role as Personnel Management, but with some additions, particularly in regard to business strategy. However, HRM essentially involves the policies and practices one needs to carry out the human resource aspects of a management position, including recruiting, screening, training, rewarding, and appraising (Dessler, 1997; p. 2). This nucleus of responsibility for HRM is being shifted from specialists to all managers (Ezzamel et al,1996; p. 65), and is therefore in a position to advance the cause of the business. By becoming integrated with line management, HRM can become an important functional activity (Tyson, 1995; p. 165-166), rather than simply a "big hat, no cattle" role (Fernie et al, 1994). This issue of integration with the general management is an important one for HRM. There is already some evidence to indicate that when senior management manages HR issues they are taken more seriously (Guest, 1989;p. 51).

Discussion

Human resource management focuses on securing, maintaining, and utilizing an effective work force, which organizations cannot survive without. Human resource management involves a variety of activities, which include recruitment, and screening of prospective employees, the study of training needs, preparing human resource forecasts, the development of compensation systems, and an understanding of the laws that effect the performance of these activities. The human resource management function has evolved significantly since the early 1900s. The need to deal with labor unions and the human relations movement has increased the need for competent human resource professionals (Kaponya).

Planning organizational human resource needs is a key task for human resource managers. Key strategies for effective human resource management planning are:

align human resource management strategy with business strategy

determining priorities

gaining line management support (Hall)

The organizational mission generates the organization's plan, which in turn generates the human resource management plan. The external environment and the internal environment of the organization influence the human resource management plan. Human resource managers must align the operational needs of managers with the mission and organizational goals of the business. Human resource managers must communicate effectively with operational level managers to influence, analyze, and supply expected staff ...