Human resources management concept

The concept of human resource management (HRM), since its inception in the mid-1980s, has aroused great interest among both management theorists and practicing managers.

The former often raise doubts about the applicability of a given model from a practical and moral point of view, and the latter, getting acquainted with certain aspects of the concept, try with varying success to test them in practice, guided by a number of reasons. Here are some examples:

  • Managers sincerely believe that this is the right sub-code for HRM;
  • This concept is consistent with the organizational need to strengthen and increase competitiveness, create added value and impose an effective governance process;
  • Managers are attracted by the new idea, beautifully “packaged” by researchers and consultants;

Whether managers share the concept of HRM, they seek to associate with it by giving new titles: director, manager or human resources consultant (HR). Reference: Human Resource Management Plan Template,

We have to agree with the fact that the term “human resource management” is already part of management jargon. Gradually shifting the term “staff management”.

At the heart of the concept of strategic HRM is the basic concept of its philosophy, emphasizing the strategic nature of HRM and the need for integration of personnel and organizational strategies. But despite the clarity and clarity of the wording, the essence of this concept is often not so obvious.

This chapter condemns not only the essence (or supposed nature) of the subject of HRM, but also the accompanying issues such as the practical and moral aspects of the concept. All of the above topics are covered in the following subsections:

Definition of Human Resource Management

  • Rigid and flexible approach to HRM
  • HRM objectives
  • Development of the HRM concept
  • Human resources management and personnel management
  • Adoption of the concept of HRM
  • Key moments in human resource management Reference: “Get a Human Resources Manager certificate with a good training course”,
  • Basic requirements for the human resources management system
  • Conclusions

Definition of HRM

HRM is a strategic and holistic approach to the management of the most valuable asset of the organization, namely the people who individually and collectively contribute to the achievement of organizational goals. Storey (1989) defined the difference between a rigid and flexible approach to HRM.

Varieties of personnel management

A solid approach to personnel management

The firm approach to human resource management is based on the quantitative, measurable and strategic aspects of labor force management and is implemented with such “rational” methods as are used for any other economic factor. Reference: “How to make a Human Resources plan for our organization”,

The philosophy of this business-oriented approach emphasizes the need to manage people with such methods that would help create added value and create a competitive advantage of the organization. At the same time, people are seen as human capital, which, with the necessary investment in its development, can provide the desired income.

Fombrun and co-authors (Fombrun et al, 1984) in their work give a direct definition of workers “as a key resource in the hands of managers.” Guest (Guest, 1999) commented on this last way:

“The desire to implement human resource management stems from the need for the organization to adequately respond to external threats from fierce competition.

This concept becomes attractive to managers who are forced to find a competitive advantage for their companies when they finally understand that in order to achieve the goals it is necessary to invest not only in new technologies but also in human resources. ” Reference: “Human resource management plan in project management practices”,

Gest also argues that human resource management is “a reflection of the historically established capitalist tradition of treating the worker as a commodity.”

In this way, the given approach is focused on the following aspects:

  • Satisfaction of the interests of the management;
  • Implementation of the strategic approach, consistent with the strategy of the organization;
  • Creating additional value through human resource development and labor efficiency management;
  • Need for a strong corporate culture, expressed in the missions and values ​​of the organization and supported by processes of communication, training and management of work efficiency. Reference: “Methods for human resources and personnel management“,

Flexible approach to human resource management

The roots of Guwaqui’s approach to HRM come from the school of human relations, based on communication, motivation and leadership. According to Storey (1989), this approach recommends treating workers as a valuable asset, creating a concrete advantage at the expense of their commitment to work, adaptability and high quality of work (habits, ability to work effectively, etc.). n.) ”. Reference: “Example of Human Resources plan of an IT / Software company”,

According to Guest (Guest, 1999), this approach evaluates workers primarily as a tool and not as a vow of management.

The main idea of ​​the flexible approach to HRM is to achieve the attachment of the “hearts and minds” of workers to the goals of the company by helping them to be involved in the process of creating favorable conditions for communication and information exchange.

Considerable attention is paid to the key role of organizational culture.

The focus of this approach is “borrowing” – the belief that the interests of management and employees can and must coincide. In other words, this is a unitarian approach. According to Gennard and Judge (1997), companies are “harmonious and integrated associations where all collaborators share organizational goals and work as a team.” Reference: “Human resources policies in the field of social protection”,

But according to Truss (1999), for all the “softness of the terminology of the flexible approach to HRM, the reality is often more brutal in the sense that the interests of the organization take precedence over the interests of its employees.” Garton and co-authors (Gratton et al, 1999) found that in all eight companies they studied, a combined application of a flexible and rigid approach to HRM was observed.

This observation has allowed researchers to suggest that the differences between a rigid and flexible approach to HRM are not as obvious as previously thought.

By Robert Brown

Robert Brown is a longtime manager of a technology organization and author of a management book. In his spare time, Mr. Brown helps students get a better education by helping to publish free study materials.

Leave a Reply

Your email address will not be published.