According to Gennard and Kelly (1994), the differences between strength management and human resource management appear to be substantial but they can be seen as a matter of emphasis and approach rather than one of substance. As Hendry and Pettigrew (1990) specify it, HRM can be perceived as a perspective on personnel management and not personnel management itself. This therefore shows that human resource management, or HRM, emerged as a practiced personnel function, promising flexibility, responsiveness and a marked increase in the value of the employee. Furthermore, with the reduction in heavy industries and increase in services and high technology, HRM promised to put emphasis on the individual and the longer-term strategic issues (Gennard and Kelly, 1994).

Skinner (1981) cites that the free energy towards HRM change magnitude arguably due to increasing competitive pressures, increased globalisation and a generally harsher business environment. These factors caused managers to want to rear internal corporate effectiveness and thus improve external competitiveness. This entailed the maximisation of all resources, including the human resource. However, the failure of personnel management to adequately promote to others the benefits of effectively managing people at exploit is cited by as a reason for the emergence of HRM. Legge (1978) even so suggested that the failure occurred at an even more fundamental level, personnel management as...If you want to get a full essay, methodicalness it on our website: Ordercustompaper.com
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