Schools of thought
Paradoxically, attempts to define HRM too precisely
have resulted in confusion and contradiction rather than clarity. It is
evident that defining and accepting HRM comes down to a matter of opinion
- or vested interest.
This is particularly the case in comparison with personnel management.
Nevertheless, personnel departments have refused to go away. A casual examination
of job advertisements in the press will reveal that applications are still
to be sent to 'Personnel Managers', 'Personnel Departments', and even 'Staffing
Officers'. At the same time, advertisements for 'human resource'
jobs are common - particularly at a senior level - even if applications
are to be sent to the Personnel Office!
It is evident, therefore, that defining and accepting HRM comes
down to a matter of opinion - or vested interest. Indeed, some interpretations
have a strong constituency. It can be seen (...) that each of
these views has a natural audience able to identify their own interests
with a particular interpretation. Hence it is possible to find accounts
stressing one of the following:
This excerpt from Human Resource Management in a Business Context
examines in more detail.
10 'C' Checklist
A systematic framework designed for
Human Resource Management in a Business Context based on the
. (See pages 24-28 and sections in further chapters
for detailed explanation). This framework incorporates ten dimensions, each conveniently beginning
with 'C' - in the best management-guru style. In fact terms beginning with 'C' have a considerable
track record in HRM (...) The Harvard model has its central four Cs - commitment, congruence,
competence, cost-effectiveness - three of which are incorporated in our ten dimensions. (...)
Our have been chosen because they are all measurable in some way and the essence
of HRM lies in the tension and balance between them.
How do we know the HR people are doing a good job? Read
on HRM Guide Australia.
See also with Beer et al's views
on using their 4 Cs framework to evaluate the long-term consequences of HRM policies.
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