ASSIGNMENT ON

HUMAN RESOURCE MANAGEMENT

CONCEPTS, PROCESSES, MODELS, FUNCTIONS, TRANSITION FROM
PERSONNEL MANAGEMENT, AND ORGANIZATIONAL VALUES
Contents
1. Introduction ........................................................................................................ 3

1.1 Defining HRM................................................................................................. 3

1.2 Functions and Objectives of HRM ................................................................... 4

1.2.1 Objectives of HRM ................................................................................... 4

1.2.2 Functions or Activities of HRM ................................................................. 5

1.3 Several Viewpoints of HRM ............................................................................. 6

2. Concepts, Models, and Organizational Values of HRM ......................................... 8

2.1 Transition from Personnel Management to Strategic HRM............................... 8

2.1.1 Personnel Management ............................................................................ 8

2.1.2 Strategic Human Resource Management................................................... 8

2.1.3 Personnel Management vs. Strategic HRM ................................................ 9

2.2 Intellectual or Human Capital Management and Knowledge Management ..... 10

2.3 Industrial Relations ...................................................................................... 10

2.4 HRM Models or Processes ............................................................................ 11

2.4.1 The Fombrun Model of HRM................................................................... 11

2.4.2 The Harvard Model of Human Resource Management ............................. 12

2.4.3 The Guest Model of Human Resource Management ................................ 12

2.4.4 The Warwick Model of Human Resource Management ............................ 13

2.5 Organizational Value of HRM........................................................................ 14

2.5.1 An Analysis from the Perspective of Porter‟s Value Chain Model ............. 15

2.5.2 Another Approach of Analyzing “How HR Can Help Create Value” ........... 16

3. Assumptions of HRM ......................................................................................... 17

4. Environmental Context of HRM.......................................................................... 18

5. HRM Practices in UK: A Case Study of Public Services in UK................................ 19

5.1 Development Management ........................................................................... 19

5.2 HR Planning ................................................................................................. 19

5.3 Performance Evaluation and Appraisal Management ..................................... 19

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 5.4 Succession Planning ..................................................................................... 20

5.5 Pay Management .......................................................................................... 20

5.6 Job Evaluation .............................................................................................. 20

5.7 Recruitment and Selection............................................................................ 20

5.8 Equal Employment Opportunity .................................................................... 20

5.9 Employment Policies and Strategies ............................................................. 20

5.10 Industrial Relations and Trade Unions ........................................................ 21

5.11 Code of Ethics ............................................................................................ 21

6. Conclusion ........................................................................................................ 22

Works Cited .......................................................................................................... 24

Figure 1: Scope of Human Resource Management ................................................... 3

Figure 2: Objectives of HRM .................................................................................... 4
Figure 3: Major Functions of Human Resource Management .................................... 5
Figure 4: Several Viewpoints of HRM ....................................................................... 7
Figure 5: Strategic HRM Process .............................................................................. 9
Figure 6: The Fombrun Model of HRM ................................................................... 11
Figure 7: The Harvard Model of Human Resource Management ............................. 12
Figure 8: The Guest Model of Human Resource Management ................................. 13
Figure 9: The Warwick Model of Human Resource Management ............................. 14
Figure 10: Organizational Effectiveness of HR Functions........................................ 15
Figure 11: Porter's Value Chain Model ................................................................... 15
Figure 12: How HR Can Help to Create Value to an Organization ........................... 17
Figure 13: Environmental Context of HRM ............................................................. 18

Table 1: Personnel Management vs. Strategic Human Resources Management ......... 9

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 HUMAN RESOURCE MANAGEMENT
CONCEPTS, PROCESSES, MODELS, FUNCTIONS, TRANSITION FROM
PERSONNEL MANAGEMENT, AND ORGANIZATIONAL VALUES

1. Introduction

1.1 Defining HRM

Human Resource Management consists of the activities like – human resource
planning, job design, job analysis, recruitment and selection, proper placement of
the employees, training and developing the employees, succession planning,
performance appraisal and measurement, proper reward system, communication,
employee and executive remuneration, motivation, welfare, safety and security,
maintain industrial relation, etc. (Aswathappa, 2009) (Arthur, 2004) (Deb, 2006)
Figure 1 shows the areas or scope of human resource management in an
organization.

Figure 1: Scope of Human Resource Management

HUMAN RESOURCE MANAGEMENT

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1.2 Functions and Objectives of HRM

1.2.1 Objectives of HRM

The fundamental and primary objective of HRM is to ensure a skilled, competent,
and enthusiastic workforce for an organization. Figure 2 represents the basic
objectives of HRM (Dessler & Varkkey, 2009) (Dransfield, 2000).

Figure 2: Objectives of HRM

Societal Objectives: From the perspective socio economic benefits the HR policy of
an organization should ensure the benefits of the society in terms of developing a
skilled workforce for not only organizational goal achievements purposes but also
for stabilizing the national growth of an economy (Werther, Jr. & Davis, 2010).

Organizational Objectives: Assisting the process of attaining ultimate goal of an

organization is also another vital objective of an effective and sustainable HRM
system. This department lies in an organization simply assist other departments or
functional units of an organization for helping to achieve their purposes.

Functional Objectives: Maintaining and operating the functional activities of HR

department in way that can contribute to the level of organizational needs. HRM
functions of an organization should be tailored according the organizational
demands (Steen, Noe, Hollenbeck, Gerhart, & Wright, 2009).

Personal Objectives: A good HRM policy of an organization will assist the employees
to meet their personal expectation and needs in a goal congruent manner. In that
way it will ensure that each and everybody‟s personal benefits will hit to the point
where the organizational goals can be possible to achieve.

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1.2.2 Functions or Activities of HRM
The major and fundamental functions of human resource management are shown
on the following Figure 3 (Armstrong, A Handbook of Human Resource Management
Practice, 2007) (Armstrong, Strategic Human Resource Management: A Guide to
Action, 2006):

Figure 3: Major Functions of Human Resource Management

Organization
The major functions of organizing are Job Design and Job Analysis. Job Analysis is
the process of collecting and analyzing information or data related the jobs of an
organization that will help to formulate job description and specifications. Job
Design is another process after Job Analysis which is related to specifying job title,
responsibilities and duties (Sims, 2007).

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Resourcing
Resourcing process includes the functions of HR Planning, Recruitment and
Selection, and Placement, and Talent Management. In HR Planning process the
organization‟s nature, strategies, HR needs and demands are assessed for
formulating and implementing HR related policies and principles. Recruitment and
Selection activities mean attracting and obtaining possible employees from
probable sources and selecting the capable employees where placing the right
people to the right position is the process of Placement and Talent Management
(Secord, 2003).

HR Development
HR Development involves the activities of organizing training and learning sessions
or many other means to develop and train-up the employees to effectively and
efficiently perform their assigned tasks (Price, 2011).

Reward Management
An appropriate system is necessary to evaluate the performances of the employees
and rewarding them for motivating the employees in terms of encouraging a
spontaneous environment of working with utmost employee satisfaction.

Employee Relations
An effective and sustainable communication network whether it is formal or
informal is essential for organizational success throughout the organization.

1.3 Several Viewpoints of HRM

There are several approaches or viewpoints of human resource management. These
are (Arthur, 2004):

1. Strategic Approach: HR management must contribute to the process of

overall strategic success of the organization.
2. Human Resource Approach: HR management is related the activities of
employee or personnel management which starts from the joining of an
employee to the leaving of that employee from the organization.
3. Management Approach: From the managerial perspective HR will assist the
mangers of the organizations in decision making process about the
employees or many other things.

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4. Proactive Approach: HR management can help the organization by analyzing
and forecasting the challenges and taking some proactive actions in terms of
human capital management.
5. Systems Approach: HR management consists of several components those
are representing different process and these components collectively work to
develop and maintain a sustainable HR system throughout the organization.

Figure 4: Several Viewpoints of HRM

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2. Concepts, Models, and Organizational Values of HRM

2.1 Transition from Personnel Management to Strategic HRM

2.1.1 Personnel Management

Personnel Management is a narrow concept, where Human Resource Management is
a broader concept. Personnel Management is just only related to the process of
managing the workforce of organization, motivating and directing them to do their
tasks (McBey & Belcourt, 2006). There are no strategic orientations in personnel
management. The vital issue in organizational context is Goal Congruence, which
means aligning the employees‟ personal expectations and objectives with the
overall organizational goals and strategies. This issue is omitted in personnel
management process (McCourt, 1999).

2.1.2 Strategic Human Resource Management

Strategic HRM relates to process of aligning the HR functions and activities with the
overall organizational strategies. Strategic HRM is a set of policies, philosophies,
and activities those are formulated and implemented to achieve the organizational
objectives. Without a strategic HR planning this is not possible to attain the
optimality, efficiency, and effectiveness in terms of creating high organizational
value of HR functions of HR department of an organization (Thompson, Jr.,
Strickland III, & Gamble, 2005) (Pearce II & Robinson, Jr., 2006). Strategic HRM
processes are shown in the following Figure 5 (Johnson & Scholes, 2002) (Dessler &
Varkkey, 2009) (Deb, 2006) (Hendarson, 2011):

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 Figure 5: Strategic HRM Process

2.1.3 Personnel Management vs. Strategic HRM

Basic differences between personnel management and strategic human resources
management are as follows:

Table 1: Personnel Management vs. Strategic Human Resources Management

Dimensions Personnel Management Strategic Human Resources

Management
Perspective Short-term perspective Long-term perspective
Point of view Compliance The psychological contract
based on commitment
Control External control Self-control
Perception Pluralist perspective A utilitarian perspective
Structure Bureaucratic structure An organic structure
Role Specialist note Strategic role
Outlook Cost-minimization Maximum utilization
Employment Contract Careful delineation of Aim to go beyond contract
written contacts
Rules Importance of devising clear Can do outlook, impatience
rules with rule
Guide to Procedures Business need
management action
Behavior referent Norms/customs and Values/mission
practices
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Managerial task vis- Monitoring Nurturing
à-vis labor
Initiatives Piecemeal Integrated
Communication Indirect Direct
Prized management Negotiation Facilitation
skills
Job design Division of labor Team work
Conflict handling Reach temporary truce Manage climate and culture
Training and Controlled access to courses Learning organizations
development
Respect for Labor is treated as a tool People are treated as assets
employees which is expendable and to be used for the benefit of
replaceable an organization
Shared interests Interests of the organization Mutuality of interest
are uppermost
Evolution „Employee advocate‟ „Member of the management
team‟

2.2 Intellectual or Human Capital Management and Knowledge

Management
Intellectual or Human Capital Management is going to be the replacement of today‟s
HRM. Human Capital Management is the process of acquiring, sorting, analyzing,
and disseminating of HR related information of an organization to justify or
reengineering the HR policies and principles of that particular organization.

Knowledge Management is a new discipline of business. In many extents knowledge

management is related to human resource management. In the context of today‟s
competitive business world knowledge possessed by an organization is going to be
the most vital tool for achieving competitive advantage. Knowledge management is
the process of locating and acquiring expertise knowledge or intellectual capital
about any business tasks or activities resides in human mind, documents or any
other form, storing these, and also disseminating this knowledge on the time of
necessity or business decision making (Awad & Ghaziri, 2009) (Becerra-Farnandez,
Gonzalez, & Sabherwal, 2009).

2.3 Industrial Relations

Industrial Relation represents the pattern of communication or the relationship
between the management level and workers level of an organization and also

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represents the mechanisms or tools to resolve any disputes between the
relationships.

2.4 HRM Models or Processes

There are several theoretical human resource management models that can be
applied to an organization (Deb, 2006). These models are:

1. The Fombrun Model of Human Resource Management

2. The Harvard Model of Human Resource Management
3. The Guest Model of Human Resource Management
4. The Warwick Model of Human Resource Management

2.4.1 The Fombrun Model of HRM

Figure 4 represents conceptual framework of the Fombrun model of HRM.

Figure 6: The Fombrun Model of HRM

This model of HRM is also known as The Fombrun, Tichy and Devenna Model. This
is the first model of HRM and for that reason it deserves appreciations because it
established the foundations the theories of further models in HRM. The elements of
these models are selection, HR development, appraisal, Rewards, and
Organizational effectiveness. Bu the many other factors related the environmental
context of HRM and also other contingency factors of HR of an organization are
omitted in this model. But the most noticeable site of this model was that it
represents an effective interrelationship between the elements of this model and
their collective impact on the organizational performance (Aswathappa, 2009)
(Boxall, Purcell, & Wright, 2007).

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2.4.2 The Harvard Model of Human Resource Management
The Harvard model is shown in the following Figure 7:

Figure 7: The Harvard Model of Human Resource Management

The dimensions of Harvard model of HRM are stakeholder interests, situation

factors, human resource management policy choices, human resource outcomes,
and long-term consequences. Stakeholder interest and situational factors influence
HR management‟s decision and policy making choices about the functions of HR
like the recruitment and selection process, job evaluation and appraisal systems,
reward system, and learning system of the employees. From the policy choosing
activities the major outcomes of HR are constituted by commitment, competence,
congruence, and cost-effectiveness of the employees. And all of these activities are
responsible for a long-term in the organization like ensuring employee
satisfactions, accelerating organizational performance and effectiveness, and also
developing the socio-economic condition of a national economy (Aswathappa,
2009) (Armstrong, A Handbook of Human Resource Management Practice, 2007).

2.4.3 The Guest Model of Human Resource Management

The Guest Model of Human Resource Management is shown on the following Figure
8:

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 Figure 8: The Guest Model of Human Resource Management

This model is developed by David Guest in 1977. The major elements of this model
are HRM strategies, HRM practices, HR outcomes, Behavioral outcomes,
Performance outcomes, and financial outcomes. The developer of this model
claimed that every HR activities will be directed by a HR strategy which should be
consistent with overall organizational strategy and this strategy will shape the HR
functions in terms of selection, recruitment, appraisal, and training. The major HR
related outcomes of these functions will be a high employee commitment to their
jobs, quality of their jobs, and also flexibility throughout the organization.
Employee‟s behavioral pattern will also be modified through the motivational
process, profit sharing or organizational ownership activities. Performance
outcomes represent the organization‟s cost-effectiveness, innovation, lower
absenteeism, and lower employee turnover and in a collective form these outcomes
ensure higher organizational profitability (Werther, Jr. & Davis, 2010) (McBey &
Belcourt, 2006).

2.4.4 The Warwick Model of Human Resource Management

Figure 9 represents the conceptual framework of the Warwick model of human
resource management.

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 Figure 9: The Warwick Model of Human Resource Management

Two researchers Hendry and Pettigrew of University of Warwick developed this

Warwick model of HRM. There are five elements of Warwick model, these are:

 Outer Context: The macro-environmental factors

 Inner Context: The micro-environmental factors
 Business Strategy Context: The overall business strategy, competitive
strategy
 HRM Context: Strategies related to the HR functions of an organization
 HRM Content: Work system, reward system, appraisal system etc.

2.5 Organizational Value of HRM

There are different approaches and models to define the organizational value and
effectiveness of HR functions of an organization. HR functions ensure a skilled
workforce for organization which creates a superior performance and sustainable
growth for that organization. The main theme of organizational value of HR
functions can best be represented by the following figure 10.

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 Figure 10: Organizational Effectiveness of HR Functions

2.5.1 An Analysis from the Perspective of Porter‟s Value Chain Model

Porter‟s Value Chain Model represents the value added activities and functions of an
organization those are responsible to add value to the services or products
provided to the customers. The value chain model is shown on the Figure 11.

Figure 11: Porter's Value Chain Model

This model is adopted here to show that how HRM function of an organization can
add value to its offerings by increasing the profit margin directly or indirectly. In
Porter‟s value chain model there are two types of activities that add value to the
firm in terms of increasing the profit margin. These are:

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 1. Primary Activities: Primary activities include the tasks of production and
supply chain management. These may be managing and operating of
inbound logistics (procurement of raw materials), Operations (production of
goods), Outbound logistics (distributing produced goods), Marketing
activities (tasks related to product, price, place, and promotion), Service
(after sales services). These activities are directly related to the value adding
activities.
2. Secondary Activities: Secondary activities are supporting activities those are
indirectly but influentially related to the value adding tasks of an
organizations. These activities include Infrastructure of the firm, Human
Resource Management Functions, Technology adoption for business process
execution, and procurement activities. Among all of these tasks the major
and vital task is Human Resource Management in terms of adding value to
the firm. Without an efficient and skilled human workforce it is impossible to
ensure effective and efficient operation and execution of business processes.
HRM functions are really necessary for ensuring higher profit margin in an
organization.

2.5.2 Another Approach of Analyzing “How HR Can Help Create Value”

How HR can help to create value for an organization can best be represented
through a model of Figure 12.

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 Figure 12: How HR Can Help to Create Value to an Organization

Shareholder‟s value in terms of revenue growth, operation margin, asset efficiency

and expectations can be maximized through sustainable HR functions in an
organization. Human Resource functions can create value by ensuring sustainable
growth in terms of building a team for merger and acquisition, new market entry,
workforce planning, talent management, global mobility, global workforce security,
regulatory compliance, change management, global programme, management.

3. Assumptions of HRM
There are some fundamentals assumptions of Human Resource Management. These
are:

 Organization cannot achieve its goals by itself. It is the people or employees

those are responsible for operating the organization towards its predefined
goals or objectives.
 HRM applies some policies or principles throughout the organization about
the process of recruiting, maintaining, remunerating, evaluating, and
developing employees of that organization.

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  Decisions and policies about every single process of HRM should be
integrated.
 The HR strategy must be consistent with the overall organizational strategy
so that it can add some to the organizational process acquiring the ultimate
objectives.
 HRM activities or the functions are not applicable for the business
organizations; they are also applicable for the non-business organizations
like educational institutions, recreation, and health care etc.

4. Environmental Context of HRM

The environmental factors are the major challenges for HRM of an organization. The
environmental context of HRM is shown on the following figure 13.

Figure 13: Environmental Context of HRM

The environmental factors like culture, technological, economic, political-legal are

the external factors. On the other hand, the factors like unions, strategy, tasks, &
leadership, organizational culture and conflict, and professional bodies.

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5. HRM Practices in UK: A Case Study of Public Services in UK
Through a rigorous analysis of secondary published reports, articles and journals
on HRM practiced in UK, a case study is developed for this assignment. This case
study is about the HRM practices in public sectors or public services in UK. This part
of the assignment works like a snapshot of the total national phenomenon of UK in
terms human resource management practices is public services. This section is
represented by HR planning function, recruitment and selection function, appraisal
and job evaluation function and many other HR related functions and activities.
“HRM practices in public services of UK” especially considers the delegation process
and political development.

5.1 Development Management

Development management of UK civil service means the training and learning
activities of human resources. The traditional training systems are replaced by
modern learning systems where the tasks and responsibilities of each and every
staff and line manager are predefined. Civil service staffs and line managers are well
trained up in today‟s UK learning and train-up systems (Faulkner, Pitkethly, & Child,
2002) (CIPD, 2004).

5.2 HR Planning
PRISM was a familiar HR planning system up to 1982 in civil service. After that year
it was no longer available for being operated. It was not capable of evaluating jobs
and matching human capabilities with their assigned tasks. It was not a centralized
process of HR planning. But this traditional approach to HRP is still in operation in
Health sector. By implementing NHS Trusts, the new system of HR planning in civil
service, the total process of HRP is being decentralized in UK (Esterby-Smith,
Malina, & Yuan, 1995).

5.3 Performance Evaluation and Appraisal Management

Performance evaluation system in civil service has been decentralized since 1980.
Before that year Cabinet Office used some isolated templates to appraise the
performance of the employees. But now all the departments of civil services in UK
are in consistent state of performance evaluation and management system (CIPD,
2004).

They are currently emphasizing on 360 degree approach of performance evaluation

and appraisal system.

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5.4 Succession Planning
Succession planning in civil services of UK in only carried in the top management
level consists of secretariat posts and also the mid-level management posts in
some cases. In this process the profile of each and every employee are preserved
for any occurrence of promotion to any higher posts.

5.5 Pay Management

Performance related payment is highly practiced in UK. In this situation the
employees are paid-up according to their contribution, their performance level.
Satisfactory level of performance ensures higher payment.

5.6 Job Evaluation

Job Evaluation and Grading Scheme (JEGS) is a system for evaluating jobs in UK civil
services, which was financed by the Treasury in the time of developing this system.
Towers Perrin, a consultancy firm, was assigned to develop this system.

5.7 Recruitment and Selection

Recruitment and selection activities in UK civil services are carried by the
departments of government known as Recruitment and Assessment Services
formerly known as Civil Service Commission of UK. This system was reformed in the
year 1854.

5.8 Equal Employment Opportunity

The British law ensures the equality in employment to civil services of its citizens.
The employers are instructed to encourage the disadvantageous people to apply for
the civil service jobs. The strictly prohibits any kind of discriminations in
recruitment and selection process. By law of UK proper and full-fledged training
and development facilities are available for all kind of citizens of UK to remove any
kind of inclusive discriminations those are related to the lack of experience or many
other factors.

5.9 Employment Policies and Strategies

Special training facilities and opportunities are available for black people and
women. Equal opportunity monitoring system is available in UK.

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5.10 Industrial Relations and Trade Unions
Recent developments in British public industrial relations are the outcome of
political developments and therefore not easily transferable. Micro-management of
industrial relations is less determined in this respect, but there have been few
recent significant developments.

Macro-management has been characterized by the declining power of unions,

abetted by both changes in legislation and some subtle management practices.
Public union membership has nonetheless increased, and unions have used a policy
of amalgamation to resist the government encroachment on their power.

5.11 Code of Ethics

UK is in prominent position of practicing code of ethics in any workplaces. They are
operation anti-corruption mechanisms for maintain the ethics in workplace.

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6. Conclusion
The major challenge of an economy to be developed and achieve sustainable
economic growth is to improve the profit oriented or non-profit oriented
organization‟s governance and management systems both in public and private
sector. Without a continuous improvement of internal management systems in
terms of assuring effectiveness and efficiency a nation in aggregate level cannot
achieve superior economic prosperity. For addressing this purpose a skilled,
knowledgeable, and hard-working workforce is necessary both in the national level
and in the business organizational level. Human Resource Management is a
discipline, a process, a policy and a principle applied to manage people strategically
to achieve organizational and national purposes. The fundamental and basic
purpose of a sound human resource management system is to ensure the optimal
contribution of people in any organization. For doing the responsible person that
may be managers of human resources of an organization have to face different
challenges, solve different disputes, formulate different HR related strategies
ensuring the high consistency with the business strategy, implement HR policies or
systems based on the different internal or external organizational contexts. The HR
manager also has to serve the socio-economic, organizational, functional, and also
personal objectives through the activities of Human Resource Management. These
objectives can only be served by an integrated, consistent activities related to
human resource planning, jog development, analysis and design, recruitment and
selection, placement, appraisal and job evaluation, reward and motivation, job
termination etc. HRM discipline defines these activities in a fine tuned way. There
are four types of proficiencies are needed for a successful HR manager, these are (i)
HR proficiencies, (ii) Business proficiencies, (iii) leadership proficiencies, and (iv)
learning and innovation proficiencies.

For any organization a distinct and well-established HR department is necessary.

When anyone is going to talk about the HR department of an organization two
issues are usually considered, these are (i) current status of the HR department and
(ii) the overall composition of this HR department. These two issues are addressed
by considering the fundamental needs and business type of the organization, its
capability, the internal structure of the organization and also its business strategy.

The recent global business trends like globalization, technological advancement,

workforce diversity, necessity expertise knowledge, deregulation, service oriented

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business make it inevitable for effective HR policies and practices in level of
organization.

The concept of human resource management relates to many other dimensions like
personnel management, workforce management, strategic human resource
management, human capital management, intellectual capital management,
knowledge management etc. But the main theme of all these aspects of HRM is to
bring or build a skilled workforce and ensure the organizational prosperity.

The impact of proper management of human resources on organizational

performance is very much important. There are many HR models are developed
throughput huge research works of the scholars. In aggregate sense all of them
were trying to show the importance of HR management to create better
organizational performance.

On the other hand, HRM also offers several career opportunities for its learners.
There are so many professional degrees available on this discipline. By obtaining
these professional qualifications anyone can secure and create a better career in
any organizations.

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