HUMAN RESOURCE MANAGEMENT PRACTICE - Fichier PDF

4 ❚ Managing people1. a particular constellation of beliefs and assumptions;2. a strategic thrust informing decisions about people management;3. the central involvement of line managers; and4. reliance upon a set of ‘levers’ to shape the employment relationship.HUMAN RESOURCE SYSTEMHuman resource management operates through human resource systems that bringtogether in a coherent way:●●●●●●HR philosophies describing the overarching values and guiding principles adoptedin managing people.HR strategies defining the direction in which HRM intends to go.HR policies, which are the guidelines defining how these values, principles andthe strategies should be applied and implemented in specific areas of HRM.HR processes consisting of the formal procedures and methods used to put HRstrategic plans and policies into effect.HR practices comprising the informal approaches used in managing people.HR programmes, which enable HR strategies, policies and practices to be implementedaccording to plan.Becker and Gerhart (1996) have classified these components into three levels: thesystem architecture (guiding principles), policy alternatives and processes and practices.See Figure 1.1.The matching model of HRMMODELS OF HRMOne of the first explicit statements of the HRM concept was made by the MichiganSchool (Fombrun et al, 1984). They held that HR systems and the organization structureshould be managed in a way that is congruent with organizational strategy(hence the name ‘matching model’). They further explained that there is a humanresource cycle (an adaptation of which is illustrated in Figure 1.2), which consists offour generic processes or functions that are performed in all organizations. These are:1. selection – matching available human resources to jobs;