By Michael Armstrong, Stephen Taylor
Armstrong's instruction manual of Human source administration is the definitive HR consultant. It comprises HRM methods and techniques, organizational behaviour, worthwhile staff, functionality administration, worker family plus a lot more.
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Extra resources for Armstrong's handbook of human resource management practice
5 What is the difference between hard and soft HRM? 6 What is the essence of the philosophy of HRM? 7 What is resource-based theory? 8 What is the significance of contingency theory? 9 What are the key reservations expressed by commentators about the early version of HRM? 10 What is the position of HRM today? , The International Journal of Human Resource Management, 21(6), pp 799–817 Dyer, L and Holder, G W (1988) Strategic human resource management and planning, in (ed) L Dyer, Human Resource Management: Evolving roles and responsibilities, Washington, DC, Bureau of National Affairs, pp 1–46 Fombrun, C J, Tichy, N M and Devanna, M A (1984) Strategic Human Resource Management, New York, Wiley Fowler, A (1987) When chief executives discover HRM, Personnel Management, January, p 3 Guest, D E (1987) Human resource management and industrial relations, Journal of Management Studies, 24 (5), pp 503–21 Guest, D E (1991) Personnel management: the end of orthodoxy, British Journal of Industrial Relations, 29 (2), pp 149–76 Hendry, C and Pettigrew, A (1990) Human resource management: an agenda for the 1990s, International Journal of Human Resource Management, 1 (1), pp 17–44 Keegan, A and Francis, H (2010) Practitioner talk: the changing textscape of HRM and emergence of HR business partnership, The International Journal of Human Resource Management, 21 (6), pp 873–98 Keenoy, T (1997) HRMism and the images of re-presentation, Journal of Management Studies, 34 (5), pp 825–41 Legge, K (1989) Human resource management: a critical analysis, in (ed) J Storey, New Perspectives in Human Resource Management, London, Routledge, pp 19–40 Legge, K (1998) The morality of HRM, in (eds) C Mabey, D Skinner and T Clark, Experiencing Human Resource Management, London, Sage, pp 14–32 Legge, K (2005) Human Resource Management – Rhetorics and realities, Basingstoke, Macmillan Paauwe, J (2004) HRM and Performance: Achieving long-term viability, Oxford, Oxford University Press Storey, J (1989) From personnel management to human resource management, in (ed) J Storey, New Perspectives on Human Resource Management, London, Routledge, pp 1–18 Chapter 1 The Concept of HRM Storey, J (2001) Human resource management today: an assessment, in (ed) J Storey, Human Resource Management: A critical text, London, Thompson Learning, pp 3–20 Truss, C, Gratton, L, Hope-Hailey, V, McGovern, P and Stiles, P (1997) Soft and hard models of human resource management: a re-appraisal, Journal of Management Studies, 34 (1), pp 53–73 Walton, R E (1985) From control to commitment in the workplace, Harvard Business Review, March–April, pp 77–84 11 Watson, T J (2010) Critical social science, pragmatism and the realities of HRM, The International Journal of Human Resource Management, 21 (6), pp 915–31 Wilmott, H (1993) Strength is ignorance, slavery is freedom: Managing culture in modern organizations, Journal of Management Studies, 30 (4), pp 515–52 12 THIS PAGE IS INTENTIONALLY LEFT BLANK 13 02 Strategic HRM K e y co n c e p t s a n d t e r m s Best fit Best practice Bundling Business model Business model innovation Competency framework Competitive advantage Configuration Contingent determinism High-commitment management High-involvement management High-performance management High-performance work system Human resource advantage Lifecycle model Resource-based view Resource dependence theory Strategic configuration Strategic fit Strategic HRM Strategic management Strategy L e a r n i n g o u tcom e s On completing this chapter you should be able to define these key concepts.
Beer and his colleagues were the first to underline the HRM tenet that it belongs to line managers. They suggested that HRM had two characteristic features: 1) line managers accept more responsibility Chapter 1 The Concept of HRM for ensuring the alignment of competitive strategy and HR policies; and 2) HR has the mission of setting policies that govern how HR activities are dev eloped and implemented in ways that make them more mutually reinforcing. The other major early contributors to the development of the philosophy of HRM – Fombrun et al (1984) – produced what has been termed the ‘matching model’, which indicated that HR systems and the organization structure should be managed in a way that is congruent with organizational strategy.
The emphasis is on business alignment and strategic fit. These are important requirements, but focusing on them can lead HR professionals to place cor respondingly less emphasis on employee needs and motivations when developing their new and altered arrangements. A simplistic view of the business imperative permits little room for considering how HR strategy should impact on individual employees. HRM indeed aims to support the achievement of business goals but, equally, it should aim to build a relationship based on trust, openness and personal fulfilment.
Armstrong's handbook of human resource management practice by Michael Armstrong, Stephen Taylor