Introduction to HRM

From the last post we know what HR is, now it’s time to explain what Human Resources Management means. Again I would like to rely on some definitions of this term:

Human Resources Management (HRM) :

“Administrative activities associated with human resources planning, recruitment, selection, orientation, training, appraisal, motivation, remuneration, etc. HRM aims at developing people through work.”

(www.businessdictionary.com)

“Human Resource Management (HRM) is the function within an organization that focuses on recruitment of, management of, and providing direction for the people who work in the organization. Human Resource Management can also be performed by line managers. Human Resource Management is the organizational function that deals with issues related to people such as compensation, hiring, performance management, organization development, safety, wellness, benefits, employee motivation, communication, administration, and training.”

(Susan M. Heathfield, www.about.com )

“Human Resources Management (HRM) is the strategic and coherent approach to the to the management of organization’s most valued assets: the people working there who individually collectively contribute to the achievement of its objectives. The main features of HRM are:

• an emphasis on the strategic management of people (the human capital of the organization) which achieves ‘fit’ or integration between the business and the HR strategy,
• a comprehensive and coherent approach to the provision of mutually supporting employment policies and practices,
• the importance placed on gaining commitment to the organization’s mission and values – it is “commitment-orientated”,
• the treatment of people as assets rather than costs – they are regarded as a source of competitive advantage and as human capital to be invested in through the provision of learning and development opportunities,
• an approach to employee relations that is unitarist rather than pluralist – it is believed that employees share the same interests and employers rather than these interests will not necessarily coincide,
• the performance and delivery of HRM as a line management responsibility.”

(Michael Armstrong, A handbook of Human Resources Management practice, Kogan Page Limited 2003)

If you want to read this book click here: A handbook of Human Resources Management