Managing Human Resources

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Managing Human Resources

Contents
Introduction 1
Task 1 1
1.1 The Guest’s model of Human Resource Management 1
1.2 The differences between Story’s definitions of HRM, personnel and Industrial Relations (IR) practices: 3
1.3 The implications of developing a strategic approach to HRM for line managers and employees in organizations 5
Task2 6
2.1 A model of flexibility is applied in my organization 6
2.2 The types of flexibility developed in my organization 7
2.3 The use of flexible working practices from both the employee and the employer perspective: 7
2.4 The impact that changes in the labor market have had on flexible working practices 8
Task 3 9
3.1 Explain the forms of
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Soft HRM is also related to the goals of flexibility and adaptability and implies that communication plays a crucial role in management (Storey and Sisson, 1993).
Hard HRM is a kind of strategy where employees are considered as resource that either profitable or a detriment to the company. Employees are seen much like production equipment. The main focus is on the growth of the organization and achieving its goal and target. Issues associated with the employee benefit are short term. This strategy focuses on getting the job done instead of rewarding for performance.
The organization I have been working for there I will try to implement the soft HRM model as it focuses on longer term workforce planning and regular two way communication which helps to understand the feelings of employee too. If we implement this soft HRM model the employees will be more empowered and encouraged to take responsibility and motivate them to perform better.

1.2 The differences between Story’s definitions of HRM, personnel and Industrial Relations (IR) practices:

Though human resource management and personnel and industrial relations focus on people management, if we examine more
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