A Strategic and Coherent Approach to the Organizations Most Valued Assets - Annotated Bibliography Example

HUMAN RESOURCES MANAGEMENT Definition According to Michael Armstrong’s definition, the Human Resource Management (HRM) is a strategic and coherent approach of the organizations’ most valued assets - the people working there, who individually and collectively contribute to the achievement of the objectives of the business. (A Handbook of Human Resource Management Practice, 10th edition, 2006) Academic theory The HRM academic theory is based upon the premise that humans are not machines, which requires interdisciplinary research of the people in the workplace. Major role in this research is assigned to disciplines as psychology, industrial and organizational psychology – as far as is concerned the application of research methods and intervention strategies to issues relating to task-oriented groups in the workplace, industrial engineering, sociology, etc., as well as the critical theories - postmodernism and post-structuralism. Critical academic theory Karen Legge in ‘Human Resource Management: Rhetoric and Realities’ exposed the debate whether Human Resource Management is a modernist project or post-modern discourse (Legge, 2004). Many authors sustained the assertion that HRM itself is an attempt to move away from the modernist concept of personnel – man as machine, toward the postmodernist view – man as individual. One the other hand many critics argued that move away from ‘man as machine’ is much more often a linguistic than real attempt to be recognized the human in the HRM. What the Critical theory really does is to recognize the complexity of the subject (people in workplace) and relatively to reject the simplistic methods of approach to this subject. Function Carter McNamara, MBA, PhD, states that the Human Resources Management (HRM) function includes a variety of activities, and key among them is deciding what staffing needs you have and whether to use independent contractors or hire employees to fill these needs, recruiting and training the best employees, ensuring they are high performers, dealing with performance issues, and ensuring your personnel and management practices conform to various regulations. (Free Management Library; http://www.managementhelp.org) Processes The HR Management comprises different processes considered all together are aiming to achievement of the organization’s goals and objectives. Paul Banfield and Rebecca Kay speak of recruitment and selection, managing employee relations, managing discipline and grievance, managing health and safety, HR planning and measurement, learning and development, managing performance and managing rewards. (Banfield, Paul and Kay, Rebecca, Introduction to Human Resource Management, 2008, http://www.oup.com/uk/). As the so called talent management is concerned Kay and Banfield stated: “…much of the HR agenda, particularly that associated with the HR department, has emphasized the importance of equality and equal opportunity, with many discriminatory practices looked at as unacceptable.  Of course, in relation to gender, age, race etc. it is very important not to discriminate, but does this mean that all employees must be treated in exactly the same way?  Clearly not, because to do so, would fail to reflect the natural or acquired differences in peoples’ value and contributions.” (Banfield, Paul and Kay, Rebecca, Introduction to Human Resource Management, chapter 1, 2008, http://www.oup.com/uk/). Strategies Such a complexity of processes therefore requires complex approach, comprising adequate strategies. In Human Resource Management: A case study, the authors define two different strategies – ‘people strategy’ and ‘strategy for the HR function itself. (Muller, M., Croucher, R., Leigh, S., Human Resource Management: A case study, 2008, http://www.cipd.co.uk). They also divide the people strategy in six sub-strategies – organization and culture, learning and development, rewards and recognition, communications and employee relations, general HR policies and resources. (Muller, M., Croucher, R., Leigh, S., Human Resource Management: A case study, chapter 3, 2008, http://www.cipd.co.uk) The HR functional strategy is about choices it must make for itself. It includes how to organize, how to use resources, and how to develop the capabilities of the in-house resources. (Muller, M., Croucher, R., Leigh, S., Human Resource Management: A case study, chapter 3, 2008, http://www.cipd.co.uk) Role of the HR manager Susan Heathfield in her article ‘What does a Human Resources Manager, Generalist or Director do’ seems the role of the HR Manager as “ must parallel the needs of his or her changing organization…” and also “ Depending on the size of the organization, the HR manager has responsibility for all of the functions that deal with the needs and activities of the organization’s people including these areas of responsibility.”(http://humanresources. about.com). Muller, Croucher and Leigh pointed that HR managers are particularly involved in ensuring the effective operation of the organisation’s value adding processes. (Muller, M., Croucher, R., Leigh, S., Human Resource Management: A case study, chapter 2, 2008, http://www.cipd.co.uk) Organizational environment Organizations come in many different types, shapes and sizes, have various organizational and ownership structures, and exist in order to achieve goals and objectives. The authors see organisations also as possible to be distinguished on the basis of whether they are production or service-oriented and by reference to their core activities, which fall into one or more of the three sectors of the national economy – primary, secondary and tertiary. (Muller, M., Croucher, R., Leigh, S., Human Resource Management: A case study, chapter 2, 2008, http://www.cipd.co.uk). Muller, Croucher and Leigh determine the employment market as one of the key influences on HR managers. (Muller, M., Croucher, R., Leigh, S., Human Resource Management: A case study, chapter 2, 2008, http://www.cipd.co.uk). Showing the simplest way to conceptualise the employment market, the authors propose to HR managers to view it as an economic exchange between the employer who purchase or demands labour and the employee who provides or supplies labour. (Muller, M., Croucher, R., Leigh, S., Human Resource Management: A case study, chapter 2, 2008, http://www.cipd.co.uk) “In addition to identifying key environmental factors HR managers can also prioritise them in terms of their importance and potential impact.” (Muller, M., Croucher, R., Leigh, S., Human Resource Management: A case study, chapter 2, 2008, http://www.cipd.co.uk) The human capital In Human Resource Management: A case study, the authors have drawn the term ‘human capital as ‘linked in to the whole HRM concept, as distinct from personnel management. It is about seeing people as value-creating assets and managing them accordingly.’ Latter are defined four areas to consider in human capital measurement: workforce statistics, the value of people, the motivation of people, and people’s productivity. (Muller, M., Croucher, R., Leigh, S., Human Resource Management: A case study, chapter 16, 2008, http://www.cipd.co.uk) Corporate social responsibility HR practices such as diversity, health and safety, training, direct and indirect communication and stable employment are compatible with Corporate Social Responsibility. (Muller, M., Croucher, R., Leigh, S., Human Resource Management: A case study, chapter 25, 2008, http://www.cipd.co.uk). Corporate Social Responsibility (CSR) is in the interest of the business to pursue. CSR can support the business brand and reputation and help the business become an employer of choice. (Muller, M., Croucher, R., Leigh, S., Human Resource Management: A case study, chapter 25, 2008, http://www.cipd.co.uk). International Human Resource Management – trends In the context of world globalisation and new emerging economies, a key contemporary trend, significant for IHRM at the beginning of 21st century is the changing landscape of international business. (Hugh Scullion, David G. Collings, Patrick Gunnigle, International human resource management in the 21st century: emerging themes and contemporary debates, http://www.blackwell-synergy.com). The implications of the rapid growth of these emerging economies for IHRM research are significant in various ways, and their impact on the landscape of global business far exceeds their potential as locations for outsourced low-value aspects of MNC activities. They also present unique challenges for Western MNCs, in addition to those faced through operating in culturally and institutionally proximate contexts /Morley and Collings, 2004/ (Hugh Scullion, David G. Collings, Patrick Gunnigle, International human resource management in the 21st century: emerging themes and contemporary debates, http://www.blackwell-synergy.com). References [1] Armstrong, Michael, A Handbook of Human Resource Management Practice, 10th edition, 2006 [2] Legge, Karen, Human Resource Management: Rhetoric and Realities, 2004 [3] Muller, M., Croucher, R., Leigh, S., Human Resource Management: A case study, chapter 2 – The context of HRM, 2008, http://www.cipd.co.uk [4] McNamara, Carter, MBA, PhD, Free Management Library; http: // www. management help.org [5] Muller, M., Croucher, R., Leigh, S., Human Resource Management: A case study, chapter 3 – People and HR strategies, 2008, http://www.cipd.co.uk [6] Muller, M., Croucher, R., Leigh, S., Human Resource Management: A case study, chapter 3 – People and HR strategies, 2008, http://www.cipd.co.uk [7] Banfield, Paul and Kay, Rebecca, Introduction to Human Resource Management, 2008, http://www.oup.com/uk/ [8] Banfield, Paul and Kay, Rebecca, Introduction to Human Resource Management, chapter 1 – Management of Human Resources, 2008, http://www.oup.com/uk/ [9] Heathfield, Susan, What does a Human Resources Manager, Generalist or Director do, http://humanresources. about.com [10] Muller, M., Croucher, R., Leigh, S., Human Resource Management: A case study, chapter 2 - The context of HRM, 2008, http://www.cipd.co.uk [11] Muller, M., Croucher, R., Leigh, S., Human Resource Management: A case study, chapter 2 - The context of HRM, 2008, http://www.cipd.co.uk [12] Muller, M., Croucher, R., Leigh, S., Human Resource Management: A case study, chapter 2 - The context of HRM, 2008, http://www.cipd.co.uk [13] Muller, M., Croucher, R., Leigh, S., Human Resource Management: A case study, chapter 16 – People – related measures and high-performance HRM, 2008, http://www.cipd.co.uk [14] Muller, M., Croucher, R., Leigh, S., Human Resource Management: A case study, chapter 25 – Corporate social responsibility and sustainable HRM, 2008, http://www.cipd.co.uk [15] Hugh Scullion, David G. Collings, Patrick Gunnigle, International human resource management in the 21st century: emerging themes and contemporary debates, http://www.blackwell-synergy.com Read More