Introduction to Human Resource Management (Lecture 1)

There are many definitions over human resource management by many scholars such as Armstrong, (2011), Armstrong and Taylor, (2014), Beer et al., (1984). In brief Armstrong and Taylor, (2014) describe Human resource management as a strategic integrated and clear approach to the employment, development and well-being and the provision of employee services of the people working in organization.

As new reference Watson, (2010: 919) explanation over HRM mention that it is a managerial utilization of the efforts, knowledge, capabilities and committed behaviours contribute people to an authoritatively co-ordinates human enterprise as part of an employment exchange which enables the enterprise to continue into the future can be elaborated.

Evaluation of Human Resource Management

Further it is more clearly understand  what it is the Human resource management when going through the below diagram of Requilman, (2013) that explains evaluation of human resource management. 

According to that  21^st century is beginning with strategic HR stage passing the Human Resource Management era.

Figure i; Origin and evaluation of role of the HR; (Requilman, 2013)

Personal Management and Human Resources management

'Personnel management  is an administrative task which is record keeping, arranging the wagers or salaries for the employees that manages by traditional approach. Human resource management is the modern version of people management.'  (Aswathappa, 2005)

Following are the main differences of people management.

Personal management	Human resource management
Traditional way of managing the people	Modern approach of managing and motivating the employees.
Manage people	Consider the people as a resource and develop them.
More force on personal administration, welfare and employee salary management.	Focuses on acquiring, training and developing and retaining human capital in the organization.
Consider people as an input for achieving required outcome.	Consider as people are most valuable resource to achieving desired outcome in the organization.
Forces more about administrative functions to achieve goals	More focus on employee’s job satisfaction.
Conduct less training and development opportunities to the employees	Conduct more trainings and development of opportunities.
Decisions are made by the top management within the agreed rules and regulation.	Decisions are made collectively after taking the consent of the employees.
Personal management is a routine function	Human resource management is a strategic function.
Personal management focuses on increased output and satisfaction of employees	Focuses on effectiveness, culture, procedures and employee participation.
Cost benefit on short term	Cost effective on the long term and can consider as an investment for organization
Any manager can do the personal management who is having basic managerial skills	HRM need to handle by a specialized or professionally qualified person.

Functional aspects for the role of HR manager

Ulrich, (1997) identifies four distinct roles of HR professional that may add value to a business and create sustainable competitive advantage.

Figure ii; Four distinct roles of HR professional (Ulrich, 1997).

Later that roles are modified and increased up to five by Ulric & Brockbank, (2005) as describe below with evaluation of HR.

• Strategic partner
• Functional expert
• Employee advocates
• Human capital developer
• Leader

When going through the below diagram 3 by Requilman, (2013) it can be identified many scholars have introduced different type of HR roles according to the time period. 

 Figure iii; Evaluation of Role of HR (Requilman, 2013).

Relationship between HRM and strategy

When going through the below diagram strategic HR part was 20% but now that trend is converting up to 60 % and tat could be identified as main characteristic of HRM and strategy.

Figure iv; Transforming the HR services (Bridge A1, 2018).

Armstrong, (2014) recommended that “strategic human management is an approach that defines how the organizations goals will be achieved through the people or an organization. those strategic HRM objectives are mentioned below.

• Integration
• Provide directions to fast changing environment.
• Contribute to develop business strategies.

References

Armstrong, M. and Taylor, S., (2014). Armstrong's handbook of human resource management practice. Kogan Page Publishers.

Armstrong, M., (2011). Armstrong's handbook of strategic human resource management. Kogan Page Publishers.

Aswathappa, K.E.M.A.L., (2005). Human resource and personnel management. Tata McGraw-Hill Education.

Bridge A1., (2018). Support Functions Transformation. [Online]
Available at: https://bridgea1.com/services/support-functions-transformation/
[Accessed 1 8 2018].

Oliver C. Requilman O.C., (2013)HR Business Partnership: Do our business partners really hear us?Available at; https://www.slideshare.net/OliverRequilman/pmap-hrcon-presentation121213

Ulrich, D., (1997). Measuring human resources: an overview of practice and a prescription for results. Human Resource Management: Published in Cooperation with the School of Business Administration, The University of Michigan and in alliance with the Society of Human Resources Management, 36(3), pp.303-320.

Ulrich, D. and Brockbank, W., (2005). Role call. People Management, 11(12), pp.24-28.

Watson, T.J., (2010). Critical social science, pragmatism and the realities of HRM. The International journal of human resource management, 21(6), pp.915-931.