PG Diploma in HRM

HRM includes anything and everything to do with the management of the employment relationship in the firm.

Boxall and Purcell (2000)

HRD encompasses activities and processes which are intended to have an impact on organistional and invidiual learning.

Stewart and McGoldrick (1996)

Four were identified:

Cost Effectiveness

Autonomy

Legitimacy

Flexibility

Boxall and Purcell (2008)

Developing and improving the performance of individuals and organisations including team performance

HR has a role to play in ethical employment practices which some would say falls within the remit of Social Corporate Responsiblity (CSR)

Strategy is about where the organisation would like to go/achieve/where it wants to be. 

Its direction of travel in other words what it needs to do in order to achieve its long term goal.

A course of action for achieving an organisation's purpose.

De Wit & Meyer (2004)

The mission or vision statement is used as a method of communicating the organisational strategy to staff but is often also directed at stakeholders and or customers.

HRM is not any one particular HR strategy, but is a framework for shaping a number of people management strategies

(Hall)

but...

 Beardwell & Claydon (2010) argue that two other issues affect the definition of HRM:

1) the significance of HRM is variable, sometimes with emphases upon people, strategy,
    employment relationships etc

2) HRM is derived from a range of antecedents & therefore depends on the stance and
    philosophy of the analyst

 Beardwell & Claydon (2010)

HARD MODEL OF HRM:

Emphasis on using employees to gain a competitive advantage.

Focus is on business and employment strategies and linking these to HR systems.

(Fombrun 1984)

SOFT MODELS OF HRM:

Emphasis is on employee committment and engagement.

Attempts to align interests of employees and management

There needs to be alignment between mission/strategy, organisational structure & HRM

(Devanna et all 1984)

Best Fit HRM

Assumes that HR emerges from the other factors with strategy as the primary driver and HR therefore needs to seek a "best fit" model within this context.

Resource Based View

Focus is on the resources and capabilities controlled by the firm as a source of competitive advantage

(Barney & Hesterly 2008)

Best Practice Model of HRM is also known as high commitment HRM

Best Practice Model of HRM considers:

How bundles of effective HR practice merge together.

V.U.C.A

Organisations need to be agile because of VUCA

Volatility

Uncertainty

Complexity

Ambiguity

Ulrich (2005) identified a five model theory of HR as:

• Employee Advocate
• Functional Expert
• Human Capital Developer
• Strategic Partner
• HR Leader

Vertical Integration of HR

Vertical integration = aligning HR activities to organisational goals

Horizontal Integration

Horizontal integration = aligning different HR activities to support one another