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AN
ASSIGNMENT
ON
PERSPECTIVES OF HRM
ROLL NO-06
SEC-A
DBIM, SURAT
YEAR 2010-2011
HRM PERSPECTIVES:
ABROAD
(a) Line managers accept more responsibility for ensuring the alignment of
competitive strategy and personnel policies;
(b) The personnel function has the mission of setting policies that govern
how personnel activities are developed and implemented in ways that
make them more mutually re-enforcing.
Following figure explains that the HRM policy should evolve taking into
consideration stakeholder interest and situational factors, which will lead to
HRM outcomes like commitment, congruence and cost effectiveness and
societal well-being which in turn will impact the stakeholder interest and
situational factors.
STAKEHOLDER
INTERESTS HRM policies HRM Long-term
outcomes
SHAREHOLDER Choices Consequence
Commitment
MANAGEMENT HR flow Individual well-
Competence
EMPLOYEE GROUPS Work system Being
Congruence
COMMUNITY Reward Societal well
-being
Situational factors
Workforce characteristic
Management
philosophy
Unions
(B) WALTON’S PERSPECTIVE:
He stated that the new HRM model, which is composed of policies that
promote mutuality – mutual goals, mutual influence, mutual respects,
mutual rewards, and mutual responsibility. The theory propounds that
policies of mutuality will elicit commitment which in turn will yield both
economic performance and greater human development.
Karen legge had defined the HRM theme that human resources
policies should be integrated with strategic business planning and used to
reinforce an appropriate organizational culture, that human resources are
valuable and a source of competitive advantage that they may be tabbed
most effectively by mutually consistent policies that promote commitment
and which, as a consequence, foster a willingness in employees to act
flexibly in the interest of the organization in its pursuit for excellence.
He suggested that there are four main features associated with HRM
a. Stress on the integration of personnel policies both with one
another and with business specialists.
b. The focus of responsibility for personnel management no
longer resides with HR specialist.
c. Focus shifts from manager, trade union relations to
management, employee relations and from collectivism to individualism.
d. stress on commitment and the exercise of initiative, with
managers now donning the role enabler, empower and facilitator.
Strategic HRM means “getting everybody from the top of the bottom
doing things to implement the strategy of the business effectively”. The
strategic business needs reveal the overall plan of the company for
survival, growth, adaptability and profitability. Attempts can be made to
translate business needs into statements of strategic business
objectives such as focus on growth.
The fifth ‘P’- HR Processes: these are needed for the formulation and
implementation of the other HR activities. They define how these
activities are carried out.
EMPLOYEE
BUSINESS EMPLOYEE
COMPETENCE
RETENTION
STRATEG
Y
TEAMWORK SALES
EMPLOYEE
HRM
PRODUCTIVITY
PRACTICES
ORGANIZATIONAL NET
PROFITS
COMMITMENT PRODUCT
QUALITY
RETURN ON
CUSTOMER INVESTMEN
SPEED OF T
ORIENTATION DELIVERY
MARKET
OPERATING VALUE
COST
CUSTOMER
SATISFACTION