Professional Documents
Culture Documents
Contents
These notes contain:
An outline of the session
A concept map for HRM
Definitions of key concepts and terms
Questions and discussion points
A bibliography
Session outline
The meaning of human resource management (HRM)
A strategic, integrated and coherent approach to the employment, development
and well-being of the people working in organizations.
Other definitions
All management decisions and action that affect the nature of the
relationship between the organization and its employees its human resources
(Beer et al, 1984).
The management of work and people towards desired ends (Boxall et al,
2007).
The objectives of HRM
Strategic integration.
High commitment.
High quality.
Flexibility.
be strategic;
be business-oriented;
take a unitary view the belief that management and employees share
the same concerns and it is therefore in both their interests to work together;
HR philosophies
Organization
Resourcing
Design
Organizational learning
Job evaluation/
market surveys
Industrial relations
Development
Individual learning
Employee voice
Job/role design
Talent management
Management development
Contingent pay
Communications
Performance management
Employee well-being
Knowledge management
Employee benefits
Concepts
Practices
humanism
organization development
high performance
resource-based view
psychological contract
people resourcing
performance management
mutuality
motivation
Concept map
reward
employee relations
5.
One of your colleagues says to you that they dislike the term human
resource management because it implies that employees are simply being
treated as factors of production to be manipulated by management and not as
human beings. How do you reply?
6.
Comment on the following remark by Karen Legge (1995) The language of
HRM is a most appropriate vehicle to represent optimum resource utilization in
response to the bottom line.
7.
Explain contingency theory. What is its relevance to human resource
management?
Bibliography
Armstrong, M (1987) Human resource management: a case of the emperor's new
clothes, Personnel Management, August, pp 3035
Armstrong, M (2000) The name has changed but has the game remained the
same?, Employee Relations, 22 (6), pp 57689
Beer, M, Spector, B, Lawrence P, Quinn Mills, D and Walton, R (1984) Managing
Human Assets, The Free Press, New York
Boselie, P, Dietz, G and Boon, C (2005) Commonalities and contradictions in HRM
and performance research, Human Resource Management Journal, 15 (3), pp 67
94
Boxall, P F (1993) The significance of human resource management: a
reconsideration of the evidence, The International Journal of Human Resource
Management, 4 (3), pp 64555
Boxall, P F, Purcell, J and Wright, P (2007) The goals of HRM, in (ed) P Boxall, J
Purcell and P Wright, Oxford Handbook of Human Resource Management, Oxford
University Press, Oxford
Caldwell, R (2001) Champions, adapters, consultants and synergists: the new
change agents in HRM, Human Resource Management Journal, 11 (3), pp 3952
Caldwell, R (2004) Rhetoric, facts and self-fulfilling prophesies: exploring
practitioners perceptions of progress in implementing HRM, Industrial Relations
Journal, 35 (3), pp 196215
Fombrun, C J, Tichy, N M, and Devanna, M A (1984) Strategic Human Resource
Management, Wiley, New York
Fowler, A (1987) When chief executives discover HRM, Personnel Management,
January, p 3
Francis, H and Keegan, A (2006) The changing face of HRM: in search of balance,
Human Resource Management Journal, 16 (3), pp 23149
Guest, D E (1987) Human resource management and industrial relations, Journal
of Management Studies, 14 (5), pp 50321
Guest, D E (1989a) Human resource management: its implications for industrial
relations, in (ed) J Storey, New Perspectives in Human Resource Management,
Routledge, London
Guest, D E (1989b) Personnel and HRM: can you tell the difference? Personnel
Management, January, pp 4851
Guest, D E (1991) Personnel management: the end of orthodoxy, British Journal
of Industrial Relations, 29 (2), pp 14976
Guest, D E (1997) Human resource management and performance; a review of
the research agenda, The International Journal of Human Resource Management,
8 (3), pp 26376