HRM framework

    HRM as conceived in the 1980s had a conceptual framework consisting of a philosophy underpinned by a number of theories drawn from the behavioral science and from the field of strategic management, human capital and industrial relations.The HRM philosophy has been heavily criticized by academics as being managerialist and manipulative but this criticism has subsided, perhaps because it became increasingly evident that the term HRM had been adopted as a synonym for what used to be caled personal management as noted by Storey (2007;6) ' In its generic board and popular sense it simply refers to any system of people management'. 

Today's practice  

    HRM practice is no longer governed by the original philosophy - if it ever was. It is simply what HR people and line managers do. few references are made to HRM conceptual framework. This is a pity - an appreciation of the goals, philosophy and underpinning theories of HRM and the various HRM models provides a sound basis for understanding and developing HR practice. But account needs to be taken of the limitations of that philosophy as expressed by the critics of HRM

Objectives of HRM, 

    The goals of HRM are to,

• Support the organisation in achieving its objectives by developing and implementing HR strategies that are integrated with the business strategy,
• Contribute o the development of a high-performances culture,  
• Ensure that the organization has the talented, skilled and engaged people it needs,
• Create a positive employment relationship between management and employees and a climate of mutual trust,           
• Encourage the applicant of an ethical approach to people management

'The mission of HRM is to support the viability of the firm through stabilizing a cost - effective and socially legitimate system of labour management'

Models of HRM

    The most familiar models defining what HRM is and how it operates are as follows,

• The matching model :-  Fombrun et al (1984) proposed the matching model, which indicated that HR system and the organisation structure should be managed in a way that is congruent with the organizational strategy.
• The Harvard Model :-  Beer et al(1984) introduced the Harvard model. They started with the proposition that; 'Human resource management involves all management decisions and actions that affect the nature pf the relationship between the organisation and employees - its human resources also they believed that Today many pressures are demanding a broader, more comprehensive and more strategic perspective with regard to the organisation's human resources
• Contextual model :-  The contextual model of HRM emphasizes the important of environmental factors by including variables such as the influence of the social, institutional and political forces that have been underestimated in other models.
• The 5 - P model :-     Formulated by Schuler (1992) the 5-p model of HRM describe how HRM operates under the five headings, 01) HR philosophy 02) HR policies 03) HR programmes 04) HR practices 05) HR processes
• European model :- Brewster (1993) described this model as, 01) Environment 02) Objective 03) Focus 03) relationship with employees 04) Relationship with line managers 05) Role of HR specialist
• The hard and soft model :- Storey (1989) and he wrote that; 'The hard one emphasizes the quantitative,  calculative and business - strategic aspects of human resources in as "rational"a way as for any other economics factor. 

Personnel Management Defined

Peter works for a company in personnel management. Personnel management is an administrative function of an organization that exists to provide the personnel needed for organizational activities and to manage the general employee-employer relationship. Let's see how Peter does it.Peter engages in planning and job analysis to determine his organization's current and future labor needs. He recruits employees with knowledge, skills and abilities that the organization needs. Peter and his coworkers will also help develop current employees through employee appraisal and training. He'll help ensure a safe and healthy workplace by making sure the organization complies with all occupational health and safety regulations.He also helps develop a compensation system, including pay and fringe benefits. Peter also helps develop policies that ensure his organization complies with federal and state employment laws. Finally, Peter and the personnel department are often the primary intermediaries between employees and the organization. They manage many aspects of the employee-employer relationship, such as handling employee grievances.

Human Resource Management Defined

Helen works in human resource management (HRM). Human resource management also involves the management of people in an organization. The job of human resource management is to ensure that the organization has the human capital it needs to accomplish its goals. 'Human capital' is a fancy way of describing employees with a certain set of knowledge, skills and abilities that can be used by an organization in a productive way. Let's take a quick look at what Helen and other people in human resource management do.

Helen ensures that the company is appropriately staffed, which includes job analysis, planning, recruiting and selection. Helen and her fellow resource managers also develop training and education programs to keep employees up-to-date on the skills and knowledge they need. Human resource management develops compensation plans just like personnel management.

Helen also makes sure that the company maintains a safe and healthy work environment. She develops personnel policies that ensure compliance with various employment and labor laws. Employee relations are another key responsibility. If employees have general questions or concerns about the organization, they go to Helen and the human resources department.

References

Armstrong,M and Taylor, S.,(2014) A hand book of HRM. Kogan Page. UK

http://study.com/academy/lesson/human-resource-management-vs-personnel-management.htm

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