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1、HumanResourceManagement PART1PersonnelManagementtoHumanResourceManagementRecognitionoftheneedtotakeamorestrategicapproachtothemanagementofpeopleBeganinthe1980’sintheUSAUKfollowedquicklyConceptis…‘astrategicapproachtoacquiring,developing,managingandgainingthecomm
2、itmentoftheorganisationskeyresource–thepeoplewhoworkforit’Armstrong1991FeaturesofHRMManagementfocussedandtopmanagementdrivenLinemanagementrolekeyEmphasisesstrategicfit–integrationwithbusinessstrategyCommitmentorientedTwoperspectives–‘hard’and‘soft’Involvesstrong
3、culturesandvaluesPerformanceorientedRequiresadoptionofacoherentapproachtomutuallysupportingemploymentpoliciesandpracticesEmployeerelationsorganicratherthanpluralisticOrganisingprinciplesareorganicanddecentralisedFlexibilityandteambuildingimportantpolicygoalsStro
4、ngemphasisonqualitytocustomersRewardsdifferentiatedbyskill,competenceorperformanceFeaturesofHRMFombrum,TichyandDevannaModel1984SelectionPerformanceAppraisalHRDRewardWarwickModelofHRMBusinessStrategyContextInnerContextHRMContentHRMContextOUTERCONTEXTWarwickModel–
5、 contentoftheboxesOutercontext–socio-economic,technical,politico-legal,competitiveInnercontext–culture,structure,politico-leadership,task-technology,businessoutputsBusinessstrategycontext–objectives,productmarket,strategyandtacticsHRMcontext-role,definition,orga
6、nisation,HRoutputsHRMcontent–HRflows,worksystems,rewardsystems,employeerelationsTheHarvardModelStakeholderIssues:WorkforcecharacteristicsBusinessstrategy&conditionsManagementphilosophyUnionsTasktechnologyLaws&societalvaluesStakeholderInterests:ShareholdersManage
7、mentEmployeeGroupsGovernmentCommunityUnionsHRMPolicy:ChoiceEmployeeinfluenceRewardsystemsWorksystemsHumanresourceflowsHROutcomes:CommitmentCongruenceCompetenceCosteffectivenessLTconsequences:IndividualwellbeingOrganisationaleffectivenessSocietalwellbeingGuestMod
8、elDefinesfourpolicygoalsofHRMFurtherdevelopmentoftheHarvardmodelStrategicintegration–HRMintostrategicplans,inlinedecisions,withinHRpoliciesHighcommitment–strongidenti
