Table of Contents
1.1 Explanation of the Guest model of HRM.
1.2 Comparing the difference between the story’s definition of HRM, personnel, and IR practices.
1.3 Asses the implications for line managers and employees of developing a strategic approach to HRM at Harrods
2.1. Explain how a model of flexibility might be applied in practice.
2.2 Discussing the types of flexibility that may be developed by Harrods.
2.3 Assessing the use of flexible working practices from both the employee and the employer perspective of Harrods.
2.4 Discussing the impact that changes in the labor market have had on flexible working practices at Harrods.
3.1 Explaining the forms of discrimination that can take place in the workplace.
3.2 Discussing the practical implications of equal opportunities legislation practiced in Harrods.
3.3 Comparing the approaches to managing equal opportunities and managing diversity.
4.1 Comparing and commenting on different methods of performance management adopted by Harrods.
4.2 Researching and assessing the approaches to the practice of managing employee welfare in Harrods.
4.3 Discussing the implications of health and safety legislation on human resource practices with special reference to Harrods.
4.4The recruitment process.
References and Bibliography.
There are many perspectives of human resource management (HRM) include the normative perspective, the critical perspective, behavioral perspective, systems perspective, and agency, or transaction cost perspective.
The normative perspective of human resource management bases itself on the concepts of ” hard HRM ” and ” soft HRM ” on which the foundations of human resource management rest. The concept of ” hard HRM ” is the basis for the traditional approach toward human resource management.
Hard HRM stresses the linkage of functional areas such as manpower planning, job analysis, recruitment, compensation and benefits, performance evaluations, contract negotiations, and labor legislation to corporate strategy. The critical perspective of HR management is a reaction against the normative perception.
This highlights some inherent contradictions within the normative perspective. The behavioral perspective of human resource management has its roots in the contingency theory that considers employee behavior as the mediator between strategy and organizational performance. This theory holds that the purpose of human resource intervention is to control employee attitudes and behaviors to suit the various strategies.
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The system perspective describes an organization in terms of input, throughput, and output with all these systems involved in transactions with a surrounding environment. The organized activities of employees constitute the input, the transformation of energies within the system at throughput, and the resulting product or service the output.
A negative feedback loop provides communications on discrepancies. Among the different perspectives of human resource management is the agency or transaction cost perspective, which holds the view that the strong natural inclination of people working in groups is to reduce their performance and rely on the efforts of others in the group.
The major role of human resource management in such a context is to promote alternative ways of controlling behavior to reduce the effect of such conflicts and minimize the cost to the organization. The two major approaches include –
- monitoring employee behavior 2. providing employees with incentives
1.1 Explanation of the Guest model of HRM
Guest (1987) shows a model of HRM that is commitment based, which is distinct from
compliance-based personnel management. According to Guest, HRM is:
* linked to the strategic management of an organization
* seeks commitment to organizational goals
* focuses on the individual needs rather than the collective workforce
* enables organizations to devolve power and become more flexible
* Emphasizes people as an asset to be positively utilized by the organization.
Guest (1987) sees HRM as a distinct approach to managing the workforce and argues that, although personnel management will also select and train staff, it is the distinct approach in the
selection and training that matters. HRM’s approach should be linked to high performance and
commitment rather than compliance. Guest (1997) recognizes that, although empirical evidence is only just beginning to show the link between HRM and performance, the evidence is already suggesting that HRM works. The view from the industry is also suggesting that HRM is taking on a strategic role in the industry. The CIPD (2003) HR survey identified HR issues as now being regularly discussed at executive boards and HR managers seeing their role as that of a strategic business partner, with the HR function now focused on achieving key business goals and developing employee capabilities………………