1. Block 1 Pinnington and Edwards, Chapter 1’ What is HRM?’

2. Human Resource Management
The conscious and specific direction of effort towards the quality and quantity of the workforce in the short and long term. It involves all processes and activities aimed at managing the human resources of an organization : manpower planning, recruitment, training and development, career management and human performance.

3. UK Personal Management HRM Timeline
Employees' welfare is concern of outside institutions and individuals (e.g. church).
(2)
Introduction more systematic record keeping and management of the human resource.
Role of "looking after" workers.
The domain of women, develops, respectability at the higher levels of responsibility as "man's work".

4. (3)
Intervention by national government in regulating employment for sustaining and improving morale in the workplace.
Restrictions over trade union activity.
(4)
Institute of labor changes its name to the Institute of Personnel Management (IPM).
Growth of collective bargaining.

5. (5)
Period of trade union militancy and industrial relations unrest.
Increased government legislation on employment matters and growing unemployment. 6)
Introduction of human resource management as a prescription for managing the employment relationship.
Government legislation curtailing the powers of trade unions.

6. (7)
in 1994, the Institute of Personnel Management (IPM) and Institute of Training and Development (ITD) merge to form the Institute of Personnel and Development (IPD)
HRM becomes more consolidated as on orthodoxy

7. Human Resource Management
Theories/Models of HRM:
1- Soft HRM which gives more recognition to the needs of employees and the importance of their commitment to the organization (employee oriented). (Harvard Model and Guest Theory)
Hard HRM focuses on managing and controlling employees so as to achieve the organization’s strategic goals (goal oriented). (Michigan Model)

8. 1- SOFT HRM Harvard system focuses on following policy areas:
Employee Influence
HR flow
Reward system (Extrinsic (Money) & intrinsic(motivation) )
Work System

9. SOFT HRM
This function is concerned with all aspects of managing people within the organization”
Harvard Model proposed that personnel and labor relations activities can be under four categories:
Employee influence: how much responsibility, authority, and power is voluntarily delegated by management and to whom.
Human resource flow: concerns managing the flow of people into, through and out of the org.
Reward systems: regulate how employees are extrinsically and intrinsically rewarded for their work.
Work systems: are the ways in which people, information, activities and technology are arranged, at all levels of the organization, so that work can be performed efficiently and effectively.

10. 4 C’s of HRM Policy
Harvard Model recommend that when making decisions managers should consider the four C’s:
Commitment
Competence
Congruence (Compatibility)
Cost effectiveness

11. SOFT HRM
2- Guest (UK)
model came from David Guest in 1987 who argued that HRM in the UK should be designed to achieve four main outcomes:
Strategic integration (planning/ implementation)
High employee commitment to the organization
High workforce flexibility and adaptability
High-quality workforce.

12. Guest's model constitutes soft HRM for the same reasons that the Harvard model does.
both give strong recognition to the needs of employees (for example, motivation and development).
Both are committed to employees' needs as long as the measures taken to meet those needs remain consistent with the strategy of the organization and management

13. Guest's models similar to the Harvard but has seven HR policy categories:
Organizational and job design “ in Beer’s model has work systems”
Policy formulation and implementation of change
Recruitment, selection and socialization
Appraisal, training and development
Manpower flows “ in Beer’s model has human resource flow”
Reward systems
Communication systems

14. 2- HARD HRM The Michigan Model, Fombrun et al. (US)
Michigan Model is "hard" HRM because it emphasizes treating employees as a means to achieving the organization's strategy.
Hard HRM focuses more than soft HRM does on using people as a means towards the competitive success of the organizations.

15. HARD HRM
Organizations exist to accomplish a mission that strategic management involves consideration of three interconnected issues:
First, the mission and strategy must be considered because these are an organization's reason for being.
Second, the organization's structure and tasks, must be formally laid out, including systems of accounting and communications.
Third, Human Resource Management systems need to be maintained because people are recruited to do jobs defined by the organization's formal structure.

16. Michigan model assumes that performance is a function of all the human resource components:
Selecting people who are best able to perform the jobs defined by the structure.
Appraising their performance to facilitate the equitable distribution of rewards, motivating employees
by linking Rewards to high levels of performance, and
Developing employees to enhance their current performance at work as well as to prepare them to perform in positions they may hold in the future

17. HARD HRM
The Michigan model is hard HRM because it is based on strategic control, organizational structure and systems for managing people.
A company practising hard HRM would have a style of management that treats employees in a calculated way, primarily as means to achieving business goals.
Its top management would aim to manage the organization rationally and achieve a "fit" between the organization's strategy, structure, and HRM systems.

18. Michigan HR Cycle
Reward
Selection
Performance
Appraisal
Development

19. Other perspectives IR perspective of HRM Japanese Perspective
European Perspective

20. THANK YOU