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158554-20
Course INDU1109: Working in HRM Course School/Level BU/UGCoursework Essay Assessment Weight 50.00%Tutor N Wergin, P Graham Submission Deadline 11/01/2010
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000532454 Matilda Akinyemi
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ESSAY TITLE: Human Resource Management has been
the subject of much debate. How would you attempt to
define and explain its underlying principles?
NAME: MATILDA C. AKINYEMI
STUDENT NO: 000532454
TUTOR: NIELS-ERIK WERGIN
NUMBER OF WORDS: 1000
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INTRODUCTION:
Storey (1995) defined Human Resource Management as a
‘distinctive approach to employment management’, one
which ‘seeks to achieve competitive advantage through the
strategic deployment of a highly committed and capable
workforce, using an integrated array of cultural, structural
and personnel techniques.’ Guest (1987) argued that there
is still no coherent theoretical foundation for classifying
Human Resource Management Policy and Practice. A
problem which becomes more apparent when applied to
empirical research. The concept of ‘Hard’ and ‘Soft’ Human
Resource Management contradict each other. The essay
will use the principles of Theory ‘X’ and Theory ‘Y’ to
reflect on the ‘Hard’ and ‘Soft’ Management styles, in the
evaluation of this debate. In conclusion, the essay will look
beyond Organisational performance criteria and apply a
broader approach that will recognise outcomes through
employee motivation and reward systems. The essay will
stress that improved performance is being achieved
through the involvement of people and the application of
human resourcing as part of the strategic planning of the
Organisation.
THE IMPLICATIONS OF MANAGERIAL BEHAVIOUR:
It is evident that Organisations behave differently according
to their perception of its workforce. The general
assumption is that management style depends mainly on
“Managers attitudes toward people and their assumptions
about human nature and behaviour”, hence the choice of
Theory X and Theory Y, as the two main factors of analysis.
Theory X classifies “the average worker as lazy with
inherent dislike to work and lacks ambition”, Mullins,
(2007). This supports the principles of Taylorism and
Fordism in their Scientific Management style. It also
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stands for the “Hard” management and the traditional
approach which propagates the application of direct
control on the workforce. Morgan (1977), referred to this
as machine-like style of management. While Theory Y
demonstrates the “integration of individual and
organisational goals”. This means that people can enjoy
their work as much as they enjoy their free time. This is
the emerging standard as introduced by the Human
Resource Management. According to McGregor, Soft
Human Resource Management is in agreement with human
relations movement and proper use of people’s talents and
skills. Walton (1985) classified it to the concept of a “high
commitment to work system”. People can be committed
to their work rather than being controlled by sanctions and
pressures. According to Wood (1996) this style of
management demands a great deal of trust from both
sides. The emphasis therefore, is that both employees and
the organisations need to be recognized. People will be
given the opportunity to pursue self-fulfilment through the
provision of the systems that will encourage employee
development.
EMPOWERMENT OF EMPLOYEES:
It is very important to recognise the new managerial
revolution since the 1980s due to the big shift in market
behaviour. According Armstrong (1989), the present
Organisations are market-driven and management must be
market-oriented. The core factors therefore are centred
on: Customers, Profitability and Excellence. Peters (1988)
identified the two sustaining edges of excellence as
customer service and constant innovation. These he
pointed out, could only be built on ‘a bedrock of listening,
trust and respect for the dignity and the creative potential
of each person in the Organisation’. He also pointed out
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that the overriding element that connects all these areas is
leadership. To be able to achieve all these, a very good
management style must be in process. Management
serves as the core of every Organisation. It should
recognise the workforce as an asset which should be built
upon by the Organisation. According to Bratton and Gold
(2003) in the emerging Human Resource Management
approach, employees should be empowered through job
satisfaction, job enrichment, flexibility (both functional and
numerical), Training and Development, and the Extrinsic
and Intrinsic Reward Systems. The application of these
factors will encourage the strategic integration of the
‘vertical and horizontal’ approaches in human resourcing
and gives the employees the opportunity for choices. The
essence of Human Resource Management brings together
the integration of both Hard and Soft Management into
action. The purpose is to link human resourcing with
business strategies. Human Resource Management aims to
bring into place the different areas of Organisational
behaviour such as competitiveness, effective customer
service delivery, profitability and stakeholders involvement.
The application of ‘Core Management’ incorporates all
aspects of Organisational activities including human
resourcing. Guest (1987) draws on both hard and soft
dimensions in approaching his theory of Human Resource
Management. He referred to ‘strategic integration’, as
hard model, and ‘commitment’, as soft model. He
acknowledged a difference between the concepts and
assumptions of Soft and Hard Human Resource
Management, but he avoided the distinction on the theory
building. While Storey (1992) acknowledged that the
incorporation of both elements in one theory remains
problematic since each rests on a different set of
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assumptions in the two main areas of human nature and
managerial control strategies.
I share the same opinion with Storey’s view, because up till
now, Organisations still apply such management styles that
suit their market environment. Notwithstanding, most
Human Resource Practitioners have come to the realisation
of the linkage of successful outcomes to employee
empowerment. They have come to the understanding that
direct control is no longer attractive, and the application of
employee autonomy is becoming more productive.
CONCLUSION:
The essay used different theories to address dimensions of
human resourcing. It identified the position of Human
Resource theories and the reality from the practitioners
perspective. It emphasised on the importance of outcomes
since performance alone might not represent the interest
of all stakeholders. It recognised the shift from the
paradigm of using force and control by management to
employee involvement for increased Organisational
growth. These factors form the basis of the present debate
on Human Resource Management. This debate will be
ongoing debate which will serve as a ‘means’ to the
improvement of knowledge and advancement for future
management approach, especially in this era of advanced
technology. Academic research plays important role for
Organisational and People’s development in management.
Though there may be no agreed format to their application
but it will create choices for management styles.
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References:
1. Boxall, P and Purcell, J. (2003) Strategy and Human
Resource Management. Palgrave MacMillan.
2. Bratton, J and Gold, J. (2003) Human Resource
Management, Theory and Practice, 3rd Edition. Palgrave
MacMillan
3. Guest, D (1987) ‘Human Resource Management and
Industrial Relations’. Journal of Management Studies,
24, 4, 429-52
4. Guest, D (1987) ‘Human Resource Management and
Industrial Relations’. Journal of Management Studies,
24, 4, 429-52
5. Guest, D (1987) ‘Human Resource Management and
Industrial Relations’. Journal of Management Studies,
24, 4, 429-52
6. Legge, K. (1995) Human Resource Management –
Rhetorics and Realities. Basingstoke: MacMillan.
7. Mullins, L.J. (2007) Management and Organisational
Behaviour, 8th Edition. Pearson Education Limited.
8. Peters, T. (1988) Thriving On Chaos: Handbook for a
Management Revolution. London: MacMillan.
9. Storey, J. (1992) Development In The Management of
Human Resources. Oxford: Blackwell.
10. Tyson, S and York, A. (2000) Essentials of Human
Resource Management, 4th Edition. Butterworth-
Heinemann Limited.
11. Wood, S. (1996) ‘The Four Pillars of Human Resource
Management’: Are They Connected? Journal of
Human Resource Management. 5, 5, 49-59.
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