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SHRM
Strategic Human Resource Management - Prelim
| Term | Definition |
|---|---|
| Human Resource Management | Backbone of the company |
| Human Resource Management | Strategic & coherent approach to the management of an organization’s most valued assets. |
| Human Resource Management | People working, who individually & collectively contribute to the achievement of its objectives. |
| Boxall (2007) | Management of work & people towards desired ends. |
| HRM according to John Storey | HRM can be regarded as “set of interrelated policies w/ an ideological & philosophical underpinning. |
| Particular constellation of beliefs & assumptions | Organization’s success is based on the commitment & capabilities of their employees, therefore employees should be treated valuable assets & not mere factors of production. |
| Strategic trust informing decisions about people management | ensuring how people management achieve bigger goals of the company. - - Most important source of competitive advantage. HR strategies are dynamic in nature; they take into consideration their business environment changes |
| Central involvement of line managers | people management is seen through strong link that exists between employees & line managers. |
| Line Managers | people directly overseeing employees and implement policies |
| Reliance upon a set of ‘levers’ to shape the employee’s relationship | employees / people are valuable assets not a valuable cost. |
| Lever | training, rewards, job design, compensation |
| Matching Model of HRM by Michigan School | HR systems & organization structure should be managed in a way that is congruent w/ organizational strategy. |
| selection | matching available HR to jobs |
| Appraissal | performance management of employees |
| Rewards | one of the most underutilized & mishandled managerial tools for driving organization performance must reward short as well as long term achievements |
| development | developing high quality employees |
| Harvard framework | developed by Beer et al |
| Harvard Framework | based on their beliefs that problems of historical personnel management can only be solved |
| General Managers | involved by developing viewpoint of how they wish to see employees involved & developed by enterprise, and what HRM policies & practices may achieve those goals. |
| 2 Characteristics features suggested by Harvard School | line managers and personnel |
| Line Managers | accept more responsibility for ensuring alignment of competitive strategy & personnel policies |
| Personnel | has the mission of setting policies that govern how personnel activities are developed & implemented in ways that make them more mutually reinforcing |
| Harvard Framework | widens context of HRM to include employee influence, organization of work & associated question of supervisory style |
| Harvard Framework | emphasizes strategic choice - not driven by situational or environment determinism |
| HR Philosophies | describes overarching values & guiding principles in managing people ( beliefs & values) |
| HR Strategies | defining direction in which HRM intends to go (recruiting top talent) |
| HR Policies | guidelines defining how these values, principles and strategies should be applied and implemented in specific areas (rules & guidelines) |
| HR Processes | formal procedures & method used to put HR strategic plans & policies into effect (recruiting employees, job postings) |
| HR Practices | informal approaches used in managing people. Own way of approaches of HR (compliments, feedback) |
| HR Programs | enable HR strategies, policies, practices to be implement according to plan. Putting it to plan |
| Ulrich & Lake (1990) | HRM systems can be the source of organizational capabilities that allows firms to learn & capitalize on new opportunities |
| Dyer & Holde (1988) | HR should give/have contribution, composition, competence & commitment |
| Objective of HRM - Organizational Effectiveness | create programs & trainings. Create a "great place to work" |
| Objectives of HRM - Human Capital Management (HCM) | we treat employees as valuable assets and invest on the skills of the employees |
| Focus of HCM | more on the use of metrics (measurements of HR &people performance) as means of providing guidance on people management strategy & practice |
| Bontis et al 1999 | human capital represent the human factor in the org' combined intelligence, skills, & expertise that gives the org its distinctive character. |
| Objectives of HRM - Knowledge Management | any process or practice of creating, acquiring, capturing, sharing & using knowledge. Capturing, sharing & utilizing information to create development in employees |
| Objectives of HRM - Reward Management | promote motivation & job satisfaction, job engagement by introducing policies & processes. Designing fair structure = high performance |
| Objectives of HRM - Employee Relations | productive, positive, harmonious & trade unions. solve issues withing organization. Ergonomics' ac tv table |
| Objectives of HRM - Meeting Diverse Needs | HRM aims to develop & implement policies that balance & adapt to needs of its stakeholders & provide for management of diverse workplace. HR create programs & trainings according to their needs. |
| Objectives of HRM - Bridging the gap between "rhetoric & reality" | policies should be balanced that can benefit employees & organization. How policies will be implemented. Bridge the gap by making every attempt to ensure that aspirations are translated into sustained & effective action. |
| Characteristics of HRM - unitarist rather than pluralist | individualistic rather than collective |
| Characteristics of HRM - A management driven activity | delivery of HRM is a line management responsibility |
| Characteristics of HRM - Focused on business values | although this emphasis is being modified in some quarters & more recognition is given to importance of moral & social values |
| Diversity of HRM - Boxall et al (2007) | HRM covers a vast array of activities & shows huge range of variations across occupations, org levels, business units, firms, industries & society |
| Diversity of HRM - Soft Approach | high commitment-responsibilities. high trust, hearts & minds, key role of organization |
| Diversity of HRM - Hard Approach (Karen Legge) | close integration of human resource and business strategy. Employee as a resource to be managed. Rational |
| Human Capital according to Beer et al | people should be regarded as assets rather than variable costs |
| Human Capital according to Karen Legge | Human resources are valuable & soruce of competitive advantage |
| Human Capital According to Armstrong & Baron | people & collective skills, abilities, & exp coupled w/ their ability to deploy these in the interests of employing organization, are now recognized as making significant contribution to organizational success |
| Unitary Philosophy | employee shares same interests as employers |
| Individualistic | everyone should maintain links between the org & individual employees in preference to operating through group & representative systems |
| HRM as a management - driven activity | central, senior management-driven strategic activity that is developed, owned & delivered by management as a whole to promote interests of the org. (dito galing ang strategies that should be aligned sa company.) |
| Labor Process Theory (Thompson & Harley) | believe that "what is happening is a process of capitalizing on humanity rather than investing in human capital." (dont care about human capital. |
| Reservations about HRM | HRM promises more than it delivers & that its morality is suspect. Suggesting that it often fails to live up to its claims and may involve ethical concerns. |
| Noon 1992 | HRM is built with concepts & propositions but the associated variables & concept of HRM. if labeled as "theory" it raises expectations about its ability to describe & predict |
| Guest 1991 | optimistic but ambiguous concept (all hype and hope) lacks clear guidelines and inconsistent |
| Mabey 1998 | heralded outcomes of HRM are almost w/out exception unrealistically high |
| Morality of HRM | HRM accused by many academics of being manipulative if not positively immoral |
| willmott | HRM operates as a form of insidious ‘control by compliance’ when it emphasizes the need for employees to be committed to do what the organization wants them to do. -Preaches mutuality but the reality is that behind the rhetoric it exploits workers. |
| Guest 2 contradictory concerns about HRM (BY KAREN LEGGE) | while management rhetoric may express concern for workers, the reality is harsher |
| Guest 2 contradictory concerns about HRM (KEENOY) | real puzzle about HRMism is how in the face of such apparently overwhelming critical “refutation” (proving a statement or theory is false), it has secured such influence & institutional presence. |
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