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Self-Instructional Material 19
Approaches
UNIT 3 APPROACHES
Structure
3.0 Introduction 3.1 Objectives 3.2 Approaches to Human Resource Management 3.2.1 HRM Models 3.3 Answers to Check Your Progress Questions 3.4 Summary 3.5 Key Words 3.6 Self Assessment Questions and Exercises 3.7 Further Readings
3.0 INTRODUCTION
HRM was an unwanted and uninvited guest in the corporate environment till recently, being more of a statutory requirement than a business necessity. HRM had its roots in welfare and personnel administration without much focus on business objectives and strategic goals. C.K. Prahlad once noted that the problem of HRM was not only with HR professionals but also with HRM as a management discipline because it had no solid theoretical foundation. However, recently we see various literature cropping up on this subject. There are various approaches to manage human resources which define HRM from various perspectives. In this unit, we will discuss these approaches to human resource management in detail.
3.1 OBJECTIVES
After going through this unit, you will be able to:
Understand the approaches to human resource management Discuss the significance of different approaches to human resource management Describe the various models of HRM
3.2 APPROACHES TO HUMAN RESOURCE
MANAGEMENT
There are many different approaches to human resource management. These approaches define HRM from different perspectives. These are as follows:
Strategic Approach: The strategic HRM approach focuses on people management programs and long-term solutions. It stresses organizational
Approaches
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Self-Instructional 20 Material
development interventions, achieving employee organizational fit, and other aspects that ensure employees add value to the organization. Management Approach: HRM is a part of general management. Management is nothing but managing people in the workplace. Managers at all levels are responsible for managing their employees or subordinates. Human Resource Approach: People are human beings with a lot of potentials and intellectual abilities. It is important to treat people with respect and dignity. Commodity Approach: People are a commodity. They are viewed as a cog of a machine. People can be hired and fired through money. It is money that matters most. There is a saying, “money is sweeter than honey.” This approach views people as an economic man. Proactive Approach: HR managers must anticipate the challenges or problems before they arise. Prevention is better than cure. Reactive Approach: It occurs when decision-makers respond to problems. If efforts are reactive only, problems may be compounded, and opportunities may be missed, and organizations may suffer loss. Companies may lose time and money if they take a reactive approach. System Approach: A system is a set of interrelated but separate elements or parts working together for a common goal. For example, HRM is a system that may have parts such as procurement, training, performance appraisal and reward, etc. One part affects and is affected by the other.
3.2.1 HRM Models
In recent years, there has been relative agreement among HRM specialists as to what constitutes the field of HRM. The model developed by the American Society for Training and Development (ASTD) identifies nine human resource areas:
1. Training and Development
Organizations and individuals should develop and progress simultaneously for their survival and attainment of mutual goals. Employee training is a specialized function and is one of the fundamental operative functions of human resource management. Training improves, changes, and moulds the employee’s knowledge, skill, behaviour, aptitude and attitude towards the requirements of the job and the organization. Training bridges the difference between job requirements and employee’s present specifications. Management development is a systematic process of growth and development by which managers develop their abilities to manage. It is a planned effort to improve current or future managerial performance.
