David Armstrong Case Study

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Human Resource Management according to Michael Armstrong is defined as ‘’a strategic and coherent approach to the management of an organization’s most valued assets – the people working there who individually and collectively contribute to the achievement of its organization’’ (Armstrong , 2006). There are five functional areas of HRM – staffing, rewards, employee development, employee maintenance and employee relations (Bratton & Gold, 1999 & 2000).
Strategic Human Resource Management ‘’is the comprehensive set of managerial activities and tasks related to developing and maintaining a qualified workforce’’ (Fottler, M.).
There are 3 levels of strategy: corporate, business and functional strategy. For an organization, each of these strategy
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The David Ulrich Model
David Ulrich (1998) argues that there are four proactive roles that HR professionals carry out for competitiveness in creating and delivering value, these are:
1. Strategic Partner with top management helps the business to successfully implement the strategy. This can help the HR line managers to measure performance, translate the business strategy into action as well as add value to the organization which leads to overall performance of the organization.
2. Administrative expert improves organization’s efficiency through cost management, effective management of HR activities, quality which incorporates innovation and technology to create value.
3. Employee champions maximizes employee commitment and competence and their overall responsiveness to change.
4. An agent of continuous transformation whereby the organization looks at continuous improvements and culture
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HR systems and organization structure should be aligned in a way that is congruent with organizational strategy for competitive advantage. They propose four generic processes:
1. Selection is choosing the right person for the right job so that performance can be enhanced for both employees as well as the organization.
2. Appraisal is managing performance.
3. Rewards if employees perform better than they are rewarded with promotion, bonuses and if the organization sees poor performance than they are sent to HR development where the employees develop adequate skills from training, learning and development so that their performance is enhanced which enhances overall organization performance.
4. Development increasing quality and skills for the employees (Armstrong, 2006).
The Harvard Model
This was developed by (Beer et al 1984) which suggested that HRM had two characteristics;
Line managers accepting more responsibility ensuring the alignment of competitive strategy and personal policies and personnel sets the policies that shows how personnel activities are developed and implemented. They developed six

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