8/11/2019 Abstract on Changing Dimensions of Hrm by Shweta
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CHANGING DIMENSIONS OF HRM
Human resource management (HRM) is a term which is now widely
used but very loosely
defined. In this paper it is argued that if the concept is to
have any social scientific value, itshould be defined in such a way
as to differentiate it from traditional personnel management
and
to allow the development of testable hypotheses about its
impact. Based on theoretical work in
the field of organizational behavior it is proposed that HRM
comprises a set of policies designedto maximize organizational
integration, employee commitment, flexibility and quality of
work.
Within this model, collective industrial relations have, at
best, only a minor role. Despite the
apparent attractions of HRM to managements, there is very little
evidence of any quality aboutits impact. Furthermore very few
organizations appear to practice a distinctive form of HRM,
although many are moving slowly in that direction through, for
example, policies of employee
involvement.
Current models of HRM suggest that expectations about HR roles
are changing as organizationsare striving to make the HR function
leaner and more strategic. We explain how the concept of
business partnering dominates respondents' talk about HR policy
and practice and raise questionsabout the impact of this in terms
of HRM's relationship with employees, employee well-being
and the career paths of HR professionals. We argue that the
profession needs to reflect seriously
on the consequences of a dominant business/strategic partner
framing of HR work, which fails toaddress the duality that has
historically always been inherent in HR practice. We conclude
that
there is a need for a more balanced HR agenda addressing human
and economic concerns in
current and future models of HRM.
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