Soft/Hard Hrm

Alignment between HRM practices and organizational strategy establishes a coherent system for organizations. There has to be a "fit" between the human resource planning and organizational strategy, Internal fit aligns HR practices with strategic organizational objectives while external fit aligns HR practices with the external environment. The external fit exhibits a more precise fit between quality policy and assertive performance HRM practices (Youndt,

Steers, R. M. (1977) ‘Antecedents and outcomes of organizational commitment. Administrative Science Quarterly’, 22 (1), 46-56.

Human resources management was defined as ‘a strategic, integrated and coherent approach to the employment, development and well-being of the people working in organizations’ by Boxall and Purcell (2003). Noon, 1992 (as cited in Armstrong, 2014 a, p6) drew ‘doubts of whether HRM was a map, a model or a theory. But it is evident that the original concept could be seen as a philosophy’. The human

Different models have been introduced to describe the role of HRM, which categorises the “soft” or the “hard” approach

Wright and McMahan (1994) define strategic HRM as “the pattern of planned Human Resource deployments and activities intended to enable the organisation to achieve its goals.” A HR function should impact the success of an organisation; a policy must remain current and suitable to both the internal and external environment. Ulrich and Lake (1990) affirm, ‘HRM systems can be the source of organisational capabilities that allow organisations to learn and capitalise on new opportunities.’

The model emphasize on the vertical integration between the business strategy and HRM function. It promotes “Unitarism approach” i.e. managers and employees cannot have conflicting views as they are working to achieve the same goal and effective management of people will vary from organisation to organisation depending on organisation culture.

Furthermore, business strategy can be defined as the implementation of courses of action and the allocation of resources necessary for achieving these long-term aims (Johnson et al 2011). Therefore, HRM plays an important role in allocating human resources, which can assist in achieving

Human Resource Management (HRM) is the terminology used to illustrate formal systems devised for the management of people within an organization. It is the method of managing an organization or company that is directly related to the employees of that particular organization. The success of a business often rely heavily on the performance of managing human resource. Maximizing the desires and benefits of an organization and helping a business grow by rewarding employees to help motivate and push them in their performance is one of the main aim of HRM. By doing this, it will have a positive impact on both the company and it’s entire organization.

Strong organizational commitment: "Think not what your company can do for you, but what you can do for your company" (Goodall et al., 2007, p 13).

More firms’ business strategy can be better realized using the integrative model of HRM. Both employees and firms’ aspirations can be met if the right strategy is used. . HR professionals must be well trained to implement this strategy.

Their various HRM practices allow them to attract and retain the best staff and deliver on their service mandate. At a functional level they have implemented HRM practices to align the leadership, skills, induction and socialisation, training, development, rewards and recognition, remuneration, career progression as well as transformation with the strategy of the company.

Guest’s HRM model has six dimensions of analysis; HRM strategy, HRM practices, HRM outcomes, Behavior outcomes, Performance outcomes, and financial outcomes. These dimensions are based on the assumption that the HRM is typically unlike the traditional personnel management.

“Critically discuss the importance of achieving congruence between an organisation’s strategy, structure and HRM practices.”

The purpose of the report is research and analyze effectiveness of HRM methods for OHS management in an organization. HRM functions for strategic integration to maximise organisational effectiveness

different types of organizations with clear-cut boundary. Expedition of HRM in public sectors relies much