HUMAN RESOURCE MANAGEMENT

Human Resource Management

Human Resource Management

Introduction

The idea of human resource management has engrossed substantial consideration over the last two decades from scholars and practitioners equally. While fraction of the discussion has focused on its application and hypothetical fundamentals, the other has been on its dogmatic worth for the endurance of organizations in a chaotic and an unpredictable business atmosphere (Hendry, 112).

There are a lot of dissimilar views on how HRM first came about, some observers state that it was a innate evolution from motivational studies, some state that it was from the works of Drucker in the 1950's others state that it was just superior personnel management. HRM came to status during the 1980's when it became visible that conventional management techniques could no longer remain in an ever shifting business environment. Out went the customary focus of management, in came the perception of the growing business needing developing strategies.

HRM has presumed assorted implications and associations. While it has been used as a synonym for personnel management by some, there is a broad agreement that the espousal of HRM indicates a more business oriented and business incorporated approach to the management of people. However, more cynicism has been articulated about its theoretical foundations and intellectual identification. While some writers have questioned if HRM is a map, a model or a theory others have projected typologies and some have advanced to make pragmatic annotations to validate the occurrence of these typologies in organizations. Among the models proposed, the soft and hard HRM orientations are the most acceptable and the theme of theoretical structures and practical enquiries (Kane, 294). The soft version of HRM is associated to the human relations school while the hard HRM version is seen as rising from the tactical and business policy opinions.

In this paper, the aim is to elaborate an abstract comprehending of distinct forms of Human asset offered by distinct scribes. To realize this goal, the following HR models were critically analyzed and evaluated.

Critical Analysis

Michigan Model of HRM

The hard HRM, suggested by Fombrun, Tichy and Devanna (1984) is furthermore referred to as the Michigan School Model. The considered of this HRM form was stimulated by Alfred Chandler's concept of structure following strategy. The stress of the hard HRM model is on treating employees as a means to achieving the organization's policy. Michigan model (Fombrun et al., 1984) consists of two perspectives:

Strategic and environmental perspective

Human resource perspective.

Strategic and environmental perspective:

The strategic and ecological perspective depicts the association between HRM and organisational strategy as well as the political, financial and heritage forces which affect them. They have interactive contacts.

Human resource perspective

The human resource perspective presents a basic configuration to show what the relationship should be between selection, appraisal, rewards and training and the effect on performance (Beardwell, 136).

Advantages

It is a quite plain model that uses five categories of variables: selection, performance, appraisal, rewards and human resource development. It also enlightens that an organization's structure and the human resource practices of selection, appraisal, rewards and development should ...