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Human Resource ManagementPART1 Personnel Management to Human Resource Management Recognition of the need to take a more strategic approach to the management of people Began in the 1980’s in the USA UK followed quickly Concept is… ‘a strategic approach to acquiring, developing, managing and gaining the commitment of the organisations key resource – the people who work for it’ Armstrong 1991 Features of HRM Management focussed and top management driven Line management role key Emphasises strategic fit – integration with business strategy Commitment oriented Two perspectives – ‘hard’ and ‘soft’ Involves strong cultures and values Performance oriented Requires adoption of a coherent approach to mutually supporting employment policies and practices Employee relations organic rather than pluralistic Organising principles are organic and decentralised Flexibility and team building important policy goals Strong emphasis on quality to customers Rewards differentiated by skill, competence or performance Fombrum, Tichy and Devanna Model 1984 Warwick Model of HRM Warwick Model – content of the boxes Outer context – socio-economic, technical, politico-legal,competitive Inner context – culture, structure, politico-leadership, task-technology, business outputs Business strategy context – objectives, product market, strategy and tactics HRM context- role, definition, organisation, HR outputs HRM content – HR flows, work systems, reward systems, employee relations Guest Model Defines four policy goals of HRM Further development of the Harvard model Strategic integration –HRM into strategic plans, in line decisions,within HR policies High commitment – strong identification with company High quality – including management of people Flexibility – functional, adaptable structures, capability to innovate Soft HRM Stresses human aspect Emphasis on HRD Participation Motivation Commitment Leadership HUMAN resource management Hard HRM People as a resource Used dispassionately Used in