Managing Human Resources

1.3 ASSESS THE IMPLICATIONS FOR LINE MANAGERS AND EMPLOYEES OF DEVELOPING A STRATEGIC APPROACH TO HRM

HRM is a distinctive approach to employment management which seeks to achieve competitive advantage through the strategic deployment of a highly committed and capable workforce, using an array of cultural, structural, and personnel techniques. (Storey, 1995)

Different areas of HRM are developed lately as the organizations are increased. As the number of employees’ increases the number of managers and supervisors increases as well. Organizations are employing specialists to improve the relationship between employees and managers, especially to take into consideration the employees initiatives.

Brief summary of information: Provides suggestions and options for employer on developing and managing equitable flexible work practices.

Human Resource Management (HRM) are activities managers perform to plan for attracting, develop, and retain a productive workforce (Kinicki & Williams, 2016). The role of human resource management is to prepare, develop, and administer policies and program designed to make expeditious use of an organization human resources. Part of control which is concerned with the people at work and with their relationship within an enterprise. HRM have their hands full; they have to face employees daily with a complaint, write-ups and sadly terminating of the worker. All areas of HRM such as, staffing, orientation, training, development, pay wages benefits are all significant parts that are dealt with daily. Human resource management presents itself as

HRM’s purpose is to ensure that success is achieved through its people, to retain and expand the customer profile whilst increasing and maximising profit. Organisations need HRM who know the business, can influence the culture, and make positive change, within an organisation (Ulrich, 1997). Line managers have a partnership with HR, so a full analysis of the external environment can be assessed. It is likely that where employee involvement practises are pursued, line management are aware of corporate strategy, including mission statement and values.

Human Resource Management (HRM) is a relatively new approach to managing people in any organization. It is concerned with the people dimension in management of an organization since people are considered the key resource in this approach. An organization is a body of people, their development of skills, their motivation for higher levels of attainment, their levels of commitment are all relevant activities.

Strategic HRM: can be defined as the linking of human resources with strategic goals and objectives in order to improve business performance and develop organizational culture that brings up innovation, flexibility and competitive advantage. Strategic HRM involves setting employment standards and policies. Moreover it is not any particular human resource strategy but it is a framework for shaping and developing many people management strategy. (Sarah Glimore and Steve Williams, 2009) It is the pattern of planned HR operations and activities intended to help an organisation to achieve its

Merely acting in a support role as seen in the older models of the HR function will not lead a business to soar in productivity or reach increased profit margins; in fact, the opposite may be true. An industry may see a decrease as it may find itself on the losing end. “The most effective way we know to change the calculus is to develop a measurement system designed to link people, strategy, and performance” (Becker, Huselid & Ulrich, 2001, p. xii). Strategic HRM works to incorporate all of the traditional roles with

Lastly, the benefits, barriers and trends in flexible working provided a deep insight into some useful tips organisations and employees should keep in mind while implementing or using flexible working provisions. Dividing such data by size of industries (micro, small, medium and large) also

Human resources management (HRM) is concerned with the ‘people’ management. HRM is a term increasingly used to refer to the philosophy, policies procedures and practices relating to the management of people within organization. Since every organization is made up of people, acquiring their services developing their skills, motivating them to higher levels of performance, and ensuring that they continue to maintain their commitments to the organization are essentials in achieving organizational objectives. Organization is able to acquire, develop, stimulate and keep out standing workers we both effective and efficient. Organization that are inefficient risk the hazard of standing or going out of business.

The term Strategic HRM as a broadly used term, was coined in the early 1980’s, as discussed in one of the earliest research papers on the subject (Tichy, Fombrun and Devanna 1982). SHRM is generally concerned with systematically linking people with the organisation and more specifically, about the integration of HRM strategies into corporate strategies. This theory is backed up more recently by Martin-Alcazar et al . (2005), SHRM is ‘the integrated set of practices, policies and strategies through which organisations manage their human capital, that influences and is influenced by the business strategy, the organisational context and the socio-economic context’.

A hard HR strategy treats employees as a 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; a soft HR strategy views employees as valuable assets, a major source of competitive advantage and of vital importance in achieving strategic objectives.

Guest (1987) and Storey (1992) in their definitions of soft and hard models of HRM view the key distinction as being whether the emphasis is placed on the human or the resource. Soft HRM is associated with the human relations movement, the utilization of individual talents, and McGregor's (1960) Theory Y perspective on individuals (developmental humanism). This has been equated with the concept of a 'high commitment work system' (Walton 1985b), 'which is aimed at eliciting a commitment so that behaviour is primarily self-regulated rather than controlled by sanctions and pressures external to the individual and relations within the organization are based on high levels of trust' (Wood 1996: 41). Soft HRM is also associated with the goals of flexibility and adaptability (which themselves are problematic concepts, as we shall see in more detail later), and implies that communication plays a central role in management (Storey and Sisson 1993).

Today I am going to talk about why employers should provide a flexible working environment. It enables a business to tailor working patterns to suit a particular industry. It also gives employees an opportunity to balance work and important life commitments.