These technical activities may include the designing of the selection process, the conduction of collective employment negotiations, the development of training needs analysis and the formation of the equal employment opportunity policies (Boxall and Purcell, 2003). In this perspective, PM is not a process of a single person. Rather, it involves an integrated effort of all responsible and participating groups.
The increasing popularity of PM among organizations led to several theories, concepts and models related to it. In Britain for instance, the academic interest over PM had initiated a debate about the real meaning of the term, including its ideological presuppositions and its consequences for the teaching and practice of industrial relations. According to Storey (1995), PM is a distinctive approach to employment management and that it is a process which seeks to obtain competitive advantage by means of the strategic deployment of a highly capable and committed workforce, utilizing a an integrated array of cultural, structural and personnel techniques (p. 5). Likewise, Guest (1987 and 1990) created an PM model that strongly integrated management approach wherein high levels of flexibility and commitment are sought from a high quality staff. In some other points of view (Keenoy and Anthony, 1992), PM was considered as a workplace manifestation of Thatcherite enterprise culture, an ideology that would make management prerogative the natural order of things.
ACME HR Analysis
Mr. Oliver is the Human Resource Manager of a plant in the United Kingdom, the company is called ACME Engineering. Mr. Oliver's main goal is to run the factory diverse from the original Japanese plant. In ACME UK plant, trade union is prohibited by Mr. Oliver, although he is projecting that he understands the sentiments of the employees. The clients come to the factory before buying ACME's products, so they can have knowledge about the production and processes. This is possible because ACME is handling both production and marketing and the sales facilities.
ACME has always related strategic management style to personnel management. CME's PM can be referred to as unitary or pluralist. Mr. Oliver has not given his employees any recognition of their hard work. Moreover, the employees are not satisfied with their compensation. Since the Employee Compensation nowadays is based in the concept of insurance, no-fault means that it does not matter who is a fault, and recognizes that no one is at fault. Herein, the only thing that matter is that provision in the policy will be made for the employee's medical care and loss of earning power. In return for predetermined and certain benefits, employee gives up the right to sue their employers (Ulrich, 1998). In return for certain limitations on the amount of the benefits, the employer provide for all injured employees, even when the injuries could not necessarily have been prevented. In this manner, it can be noticed that both the employees and the employers "gave-up" certain rights when the laws were enacted. With this regard, the PM practice that ACME engineering should imposed must be able to create an Employee Compensation Policy that would certainly not neglect the right of each of any members of the organisation like the employee and the employers. Moreover, the PM should be ready for changes and policy amendments to adapt to a constantly changing