Hrm Case

CONTENTS

Page No.

Task 01

P1.1 Explain Guests model of Hard-soft.............................................

P1.2 Review the differences between Storey .....................................

P1.3 Analyze HRM from a strategic perspective ...............................

Task 02

P2.1 Review and explain a model of flexibility..................................

P2.2 Describe the need for flexibility .................................................

P2.3 Evaluate the advantages and ....................................................

Task 03

P3.1 Describe the forms of discrimination ..........................................

P3.2 Review how the legislative framework ......................................

P3.3 Explain a range of current initiatives .........................................

P3.4 Compare and contrast equal opportunities................................

Task 04

P4.1 Explain performance management...............................................

P4.2 Critically evaluate different human .............................................

P4.3 Evaluate the impact of globalization .........................................

P4.4 Review the impact of different national ....................................

Bibliography.................................................................................................

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Task 1

1.1 Explain Guests model of hard-soft, loose-light dimensions of HRM

Human resource management is defined as a strategic and coherent approach to the management of an organization's most valued assets the people working there who individually and collectively contribute to the achievement of its objective. (Michael Armstrong 2007)

As Guest 1999 comments, the drive to adopt HRM is ... based on the business case of a need to respond to an external threat from increasing competition. It is a philosophy that appeals to managements who are striving to increase competitive advantages and appreciate that to do this they must invest in human resource as well as new technology.

The soft version of HRM traces its roots to the human - relations school; it emphasizes communication, motivation and leadership. In the words of Guest 1999, as means rather than objects, but it does not go as far as following Kant's (2003[1781]) advice: Threat people as ends unto themselves rather than as means to an end. The soft approach to HRM stresses the need to gain the commitment - the 'heart and minds' - of employees through involvement, communications and other methods of developing a high - commitment, high - trust organization. Attention is also drawn to the key role of organization culture.

The hard model of HRM as a process emphasizing 'the close integration of human resource policies with business strategy which regards employees as resources to be managed in the same rational way as any other resource being exploited for maximum return'. In contrast, the soft version of HRM sees employees as 'valued assets and as a source of competitive advantages through their commitment, adaptability and high level of skills and performance'. (Michael Armstrong P.13-14. 2008)

1.2 Review the differences between storey definitions of HRM and personnel and IR practices

Storey (1992) has established a theoretical model based on his perception of how organizations have evolved from predominant personnel and IR practices to HRM practices as he called it 'a model of the shift to human resource management. His model is based on ideal types and thus there are no organizations, which conform the picture in reality. Storey also underlines twenty-seven points of difference between Personnel and IR against HRM. He begins his approach by defining four elements, which distinguish HRM:

27 points of difference

Dimension Personnel and IR HRM

BELIEVS AND ASSUMPTIONS

Contract Careful delineation of written contracts Aim to go 'beyond contract'

Rules Importance of devising clear rules/ mutuality 'Can- do' outlook; impatience with 'rule'

Guide to management action Procedures 'Business need'

Behavior referent Norms/ custom and practice Values/mission

Managerial Task vis-à-vis labor Monitoring Nurturing

Nature of relations Pluralist Unitarist

Conflict Institutionalized De-emphasized

STRATEGIC ASPECTS

Key relations Labour management Customer

Initiatives Piecemeal Integrated

Corporate plan Marginal to Central to

Speed of decision Slow Fast