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Human Resource Management
· The management of people at work in order to assist
the organisation in achieving its objectives
· Personnel management regarded activities such as
planning the workforce, recruitment and selection,
training, appraisal, monitoring performance, and
motivation and rewards as separate tasks to be done
when necessary and in response to demand: in other
words, it was reactive.…read more

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Horizontal and vertical matching
· Each individual policy adopted in the management of
people, such as recruitment, training and payment systems,
should fit with every other policy used horizontal
· For example, an attempt to introduce flexible working
needs to be considered in relation to the introduction of
appropriate payment systems, training methods and
appraisal systems. Horizontal matching
· HRM policies should fit with the overall strategic position of
an organisation.…read more

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Personnel functions
· The fundamental difference between HRM and personnel management relates to
the overall approach or philosophy adopted rather than to the activities
· These activities remain the same whether undertaken by the personnel
department or the HR department or by delegation to other departments, and can
be considered as part of the personnel function of the organisation.…read more

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HR objectives
· Matching workforce skills and the size and
location of the workforce to the requirements
of the business
· Minimising labour costs
· Making full use of the workforce's potential
· Maintaining good employer/employee
relations…read more

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Factors influencing HR objectives-
· Financial constraints
­ i.e. affect HR objectives relating to the provision of staff training and development
· Corporate culture
­ The impact of financial constraints on HR objectives may not be as severe if the
corporate culture is such that HRM has a high profile in the organisation and human
resources are recognised as a valuable asset that needs to be trained and developed.…read more

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Factors influencing HR objectives -
· Political factors
­ For example, a change in government can lead to significant change in the attitude to trade unions and
the amount of power they are able to wield in the workplace.
· Economic factors
­ For example, changes in the market and the economy may lead to changes in the demand for a firm's
products and services, which are likely to cause changes in both the number and type of employees it
requires.…read more

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HR Strategies
· Hard HR strategy
­ This strategy treats employees as a resource, just
like nay other resource, just like any other
resource, to be monitored and used in an efficient
manner in order to achieve the strategic objectives
of the organisation
· Soft HR strategy
­ This strategy views employees as valuable assets ,
a major source of competitive advantage and of
vital importance in achieving strategic objectives.…read more

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Strengths and weaknesses of hard and
soft HR strategies.
· Employees are likely to react more favourably to the soft HR
approach than to the hard HR approach. As employees become
increasingly educated and skilled, they begin to expect greater
involvement in business decision making. This is encouraged by
trends in industrial elations in the workplace, such as the
partnership approach that is being adopted by some organisations
and their recognised trade unions, requirements for European
works councils and the EU information and consultation directive.…read more


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