Hrm Case Study

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1.1.1 WESTERN HRM
Over the twentieth century, the concept of human resource was initially configured as employment management and only subsequently as personnel management (Hotchkiss, 1923; Donald & Donald, 1929). Personnel management was specifically concerned with optimizing human resources in achieving organizational goals, and it included several duties such as finding new talents, planning trainings, administrate salaries and dealing with work-related issues as well as solving employment problems (Hotchkiss, 1923; Legge, 1995).
During the 1960s and 1970s personnel management evolved according to the new legislation on employment standards and work-life balance (Armstrong, 2003). Therefore, an increasing attention received by social movements
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In other terms, HRM evolved into strategic human resources management (SHRM) as its primary interest is to increase effectiveness and organizational performance (Boxall & Purcell, 2008) by linking external considerations to HR policies and practices (Schuler & Jackson, 1992; Wright & McMahn, 1992). In the 1990s, Storey classifies HRM as a tool for research and analysis of organizations, defining it as “a distinctive approach to employment management which seeks to achieve competitive advantage through a strategic deployment of a highly committed and capable workforce using an array of cultural, structural and personnel techniques” (Storey, 1995, p.5). According to such definition, it is arguable that the focus on employment welfare slightly changed (Pinnington Macklin, & Campbell, 2007) to a profit-seeking way of retaining workforce. Therefore, Guest (2007, p.52) claimed that employees are used as a corporate instrument “to be managed, utilized, or possibly exploited to improve organizational …show more content…
2004; CIPD, 2011). The role of traditional staff managers was relatively limited to an administrator function in order to address short-term objectives (Guest, 1999). However, in 1997, Ulrich developed the HRM strategic partnership model (Ulrich, 1997; Ulrich & Beatty, 2001; Ulrich & Brockcank, 2005) which provides a classification of different HR roles. Such classification will be further adopted within the study to elaborate a new HRM-CSR model. Ulrich understands HR managers as key corporate actors capable of rearranging the delivery of certain services in order to achieve specific results (Jamali, El Dirani & Harwood, 2015). The outcomes that have to be achieved are determined by the different roles of HR (Figure 1). According to Ulrich, strategy execution, administrative efficiency, employee contribution, and capacity for change is the perfect picture of a functional

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