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These differences are summarized in Table 1.1. The tension around definition persists in the literature and a central theme in this volume is highlighting the contradictions between these two broad understandings of HRM. We argue that for ethical and sustainability reasons, more stakeholder orientated approaches to people management are preferable, with shareholder dominant approaches facing both quotidian micro-crises at firm (encompassing problems of human capital development and commitment) and at macro-economic (encompassing problems of excessive speculation-driven volatility, industrial decline, and chronic balance of payments problems) levels.
HRM and personnel management compared
As noted above, a key point of reference in definitions on HRM is through comparing it with its predecessor – personnel management. Although this debate is somewhat dated, it remains important. Thus it merits summary discussion.
During the early days of HRM’s emergence as a mainstream approach to people management a number of commentators were sceptical about the extent to which it represented something different to its predecessor – personnel management. Over time it has become apparent that there are substantive differences between the two, Table 1.1 Definitions of HRM… Definition | Implication | Contested domain | HRM is a contested domain, with two rival paradigms, hard and soft HRM …show more content…
It provided a more open system model of how SHRM policy influences other organizational functions and is constrained by stakeholders and situational factors. According to Boxall (1992) and recorded in Armstrong (2003), advantages of the model include the under …show more content…
An important development has been the integration of HRM into the strategic management process. This growing area of research has been labelled strategic HRM in that it emphasizes the strategic role of HRM in meeting business objectives (Delery, 1998). Strategic HRM draws attention to the contribution of HRM to the performance of organizations, in other words, what is the added value of HRM for organizations? For achieving this, the integration between strategy and HRM is emphasized; the basic premise underlying strategic HRM is that organizations adopting a particular strategy require HR practices that may differ from those required by organizations adopting alternative strategies (Delery and Doty, 1996), assuming an important link between organizational strategy and HR practices that are implemented in that
HRM and personnel management compared
As noted above, a key point of reference in definitions on HRM is through comparing it with its predecessor – personnel management. Although this debate is somewhat dated, it remains important. Thus it merits summary discussion.
During the early days of HRM’s emergence as a mainstream approach to people management a number of commentators were sceptical about the extent to which it represented something different to its predecessor – personnel management. Over time it has become apparent that there are substantive differences between the two, Table 1.1 Definitions of HRM… Definition | Implication | Contested domain | HRM is a contested domain, with two rival paradigms, hard and soft HRM …show more content…
It provided a more open system model of how SHRM policy influences other organizational functions and is constrained by stakeholders and situational factors. According to Boxall (1992) and recorded in Armstrong (2003), advantages of the model include the under …show more content…
An important development has been the integration of HRM into the strategic management process. This growing area of research has been labelled strategic HRM in that it emphasizes the strategic role of HRM in meeting business objectives (Delery, 1998). Strategic HRM draws attention to the contribution of HRM to the performance of organizations, in other words, what is the added value of HRM for organizations? For achieving this, the integration between strategy and HRM is emphasized; the basic premise underlying strategic HRM is that organizations adopting a particular strategy require HR practices that may differ from those required by organizations adopting alternative strategies (Delery and Doty, 1996), assuming an important link between organizational strategy and HR practices that are implemented in that