Human Resources And Human Resource Decisions

1446 Words Mar 9th, 2016 6 Pages
Human resource decisions, according to Becker and Gerhart (1996), contribute to organizational performance either by improving efficiency or contributing to revenue growth. Those that are in charge of human resources are responsible for assisting the organisation to motivate its employees to perform well (Henderson, 2008). Human resource management (HRM) has often been defined within two distinct forms; short-run responses and long-term strategies (Truss et al, 1997).
Short-run responses and long-term strategies were finely defined by Storey (1992) and Guest (1987), making the key distinction where the emphasis is being placed on either ‘human’ or the ‘resource’. These widely adopted models of HRM are concerned with strategic issues (Henderson, 2008). These models are entirely opposed along a number of dimensions, and they have been used by many analysts to classify approaches to managing individuals (Truss et al., 1997) according to developmental-humanist or utilitarian-instrumentalist principles (Legge, 1995).
Short-run responses are only for limited period of time and are usually used in scenarios where the implications would not run over or completely affect the organisation’s operations. Short-run responses are also known as hard HRM. With short-run responses, control is more concerned with performance systems, performance management and tight control over individual activities, with the ultimate goal being to secure the competitive advantage of the organization…
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