Armstrong (1999) defines HRM as
“a strategic and coherent approach to the management of an organisation’s most valued assets – the people working there who individually and collectively contribute to the achievement of its goal.”
According to Storey (1995)
“Human resource management is a distinctive approach to employment management which seeks to obtain competitive advantage through the strategic deployment of a highly committed and skilled workforce, using an array of cultural, structural and personnel techniques.”
Employee Resourcing
Recruitment & Selection, induction, contract
Employee Development
Performance appraisal, training, career development, succession planning
Employee Relations
Psychological contract, welfare, conflict resolution
Employee Reward
Remuneration, basic & flexible pay
Employee career development
Employment Law
Impacts on all of the above
Changes and updating / interpretation
Proactive
Business partner
Task and enablement focus
Strategic issues
Qualitative and Quantitative measures
Constant change
Strategic – why should we do this?
Multi-functional
People as assets
Proactive
Business partner
Task and enablement focus
Strategic issues
Qualitative and Quantitative measures
d
Strategic – why should we do this?
Multi-functional
People as assets
• Strategic/Corporate Level/ Business partner
Proactive
Strategic issues
- why should we do this?
Task and enablement focus
• Constant change
• Quantitative & Qualitative measures
Multi-functional
• People as assets
• Strategic/Corporate Level/ Business partner
Proactive
Strategic issues
- why should we do this?
Task and enablement focus
• Constant change
• Quantitative & Qualitative measures
Multi-functional
• People as assets
• Strategic/Corporate Level/ Business partner
Proactive
Strategic issues
- why should we do this?
Task and enablement focus
• Constant change
• Quantitative & Qualitative measures...