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Human Resource Management第一页，共一百三十三页。 Personnel Management to Human Resource ManagementRecognition of the need to take a more strategic approach to the management of peopleBegan in the 1980’s in the USAUK followed quicklyConcept 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第二页，共一百三十三页。 Features of HRM Management focussed and top management drivenLine management role keyEmphasises strategic fit – integration with business strategyCommitment orientedTwo perspectives – ‘hard’ and ‘soft’Involves strong cultures and values第三页，共一百三十三页。 Performance orientedRequires adoption of a coherent approach to mutually supporting employment policies and practicesEmployee relations organic rather than pluralisticOrganising principles are organic and decentralisedFlexibility and team building important policy goalsStrong emphasis on quality to customersRewards differentiated by skill, competence or performance Features of HRM第四页，共一百三十三页。 Fombrum, Tichy and Devanna Model 1984SelectionPerformanceAppraisalHRDReward第五页，共一百三十三页。 Warwick Model of HRMBusiness Strategy ContextInner ContextHRM ContentHRM ContextOUTER CONTEXT第六页，共一百三十三页。 Warwick Model – content of the boxesOuter context – socio-economic, technical, politico-legal,competitiveInner context – culture, structure, politico-leadership, task-technology, business outputsBusiness strategy context – objectives, product market, strategy and tacticsHRM context- role, definition, organisation, HR outputsHRM content – HR flows, work systems, reward systems, employee relations第七页，共一百三十三页。 The Harvard ModelStakeholder Issues:Workforce characteristicsBusiness strategy conditionsManagement philosophyUnionsTask technologyLaws societal valuesStakeholder Interests:ShareholdersManagementEmployee GroupsGovernmentCommunityUnionsHRM Policy:ChoiceEmployee influenceReward systemsWork systemsHuman resource flowsHR Outcomes:CommitmentC