The "Classical Model" for practising Human Resource Management: ...or is there a need for an integrated approach including specialised human resource strategies? - Softcover
Essay from the year 2008 in the subject Business economics - Personnel and Organisation, grade: 2,3, University of Western Sydney (School of Management), course: Human Resource Strategy, 25 entries in the bibliography, language: English, abstract: During recent years an efficient Human Resource Management (HRM) has become more and more important for companies to achieve and sustain both competitiveness and economic success. Leopold, Harris and Watson (2005) mentioned that Human Resources became matters of considerable competitive advantage. Human Resources, respectively the skills and knowledge of an organisation's staff, as Hamel and Prahalat (1994) called it, has transformed through massive changes in the economical, technological, sociocultural, judicial and political conditions to one of the most important strategic factor of success for companies these days. HRM, as a reaction to these changes in 'Personnel Management', attempts to find various methods of resolution for practice. If 'Personnel Management', 'HRM' or 'SHRM', they all have a common goal: obtaining the achievement potential of all organisational members best as possible. But the 'HRM' approach goes beyond the traditional approach of 'Personnel Management', having a broader focus on the necessary interdependence of all components with each other as well as the connection to other compartments of companies, whose success is seen in straight connection with personnel measures. Thereby Strategic Human Resource Management (SHRM) can be seen as extension of HRM, and following the definition of Boxall (1996) it deals with the relationship between the strategic management of an organisation and the management of its human resources within this strategic context. In that case the focus is on long-term personnel decisions as well as on the question how an interaction of corporate and personnel strategy can be achieved. Initially this work is going to introduce and define different organizational strategies a
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- PublisherGRIN Verlag
- Publication date2008
- ISBN 10 3640173708
- ISBN 13 9783640173709
- BindingPaperback
- Number of pages40
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The "Classical Model" for practising Human Resource Management
Published by
GRIN Verlag Nov 2008
(2008)
ISBN 10: 3640173708
ISBN 13: 9783640173709
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Book Description Taschenbuch. Condition: Neu. This item is printed on demand - it takes 3-4 days longer - Neuware -Essay from the year 2008 in the subject Leadership and Human Resource Management - Miscellaneous, grade: 2,3, University of Western Sydney (School of Management), course: Human Resource Strategy, language: English, abstract: During recent years an efficient Human Resource Management (HRM) hasbecome more and more important for companies to achieve and sustain bothcompetitiveness and economic success. Leopold, Harris and Watson (2005)mentioned that Human Resources became matters of considerable competitiveadvantage. Human Resources, respectively the skills and knowledge of anorganisation's staff, as Hamel and Prahalat (1994) called it, has transformedthrough massive changes in the economical, technological, sociocultural,judicial and political conditions to one of the most important strategic factor ofsuccess for companies these days. HRM, as a reaction to these changes in'Personnel Management', attempts to find various methods of resolution forpractice. If 'Personnel Management', 'HRM' or 'SHRM', they all have a commongoal: obtaining the achievement potential of all organisational members best aspossible. But the 'HRM' approach goes beyond the traditional approach of'Personnel Management', having a broader focus on the necessaryinterdependence of all components with each other as well as the connection toother compartments of companies, whose success is seen in straightconnection with personnel measures.Thereby Strategic Human Resource Management (SHRM) can be seen asextension of HRM, and following the definition of Boxall (1996) it deals with therelationship between the strategic management of an organisation and themanagement of its human resources within this strategic context. In that casethe focus is on long-term personnel decisions as well as on the question how aninteraction of corporate and personnel strategy can be achieved.Initially this work is going to introduce and define different organizationalstrategies as well as key human resource strategies. This shall be followed by acritical evaluation of the concepts by opposing the pros to the cons. Therein thedifficulties and between Organisational Strategy, Human Resource Strategy andthe Organizational Environment shall be shown. The work results in a finalconclusion. 20 pp. Englisch. Seller Inventory # 9783640173709
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The "Classical Model" for practising Human Resource Management : .or is there a need for an integrated approach including specialised human resource strategies?
Published by
GRIN Verlag
(2008)
ISBN 10: 3640173708
ISBN 13: 9783640173709
New
Taschenbuch
Quantity: 1
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Rating
Book Description Taschenbuch. Condition: Neu. Druck auf Anfrage Neuware - Printed after ordering - Essay from the year 2008 in the subject Leadership and Human Resource Management - Miscellaneous, grade: 2,3, University of Western Sydney (School of Management), course: Human Resource Strategy, language: English, abstract: During recent years an efficient Human Resource Management (HRM) hasbecome more and more important for companies to achieve and sustain bothcompetitiveness and economic success. Leopold, Harris and Watson (2005)mentioned that Human Resources became matters of considerable competitiveadvantage. Human Resources, respectively the skills and knowledge of anorganisation's staff, as Hamel and Prahalat (1994) called it, has transformedthrough massive changes in the economical, technological, sociocultural,judicial and political conditions to one of the most important strategic factor ofsuccess for companies these days. HRM, as a reaction to these changes in'Personnel Management', attempts to find various methods of resolution forpractice. If 'Personnel Management', 'HRM' or 'SHRM', they all have a commongoal: obtaining the achievement potential of all organisational members best aspossible. But the 'HRM' approach goes beyond the traditional approach of'Personnel Management', having a broader focus on the necessaryinterdependence of all components with each other as well as the connection toother compartments of companies, whose success is seen in straightconnection with personnel measures.Thereby Strategic Human Resource Management (SHRM) can be seen asextension of HRM, and following the definition of Boxall (1996) it deals with therelationship between the strategic management of an organisation and themanagement of its human resources within this strategic context. In that casethe focus is on long-term personnel decisions as well as on the question how aninteraction of corporate and personnel strategy can be achieved.Initially this work is going to introduce and define different organizationalstrategies as well as key human resource strategies. This shall be followed by acritical evaluation of the concepts by opposing the pros to the cons. Therein thedifficulties and between Organisational Strategy, Human Resource Strategy andthe Organizational Environment shall be shown. The work results in a finalconclusion. Seller Inventory # 9783640173709
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