A Handbook of Human Resource Management Practice 10th - download pdf or read online

By Michael Armstrong

ISBN-10: 0749446315

ISBN-13: 9780749446314

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Extra info for A Handbook of Human Resource Management Practice 10th Edition

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The answers to that question are that HCM: ● ● ● ● ● ● ● draws attention to the importance of what Kearns (2005b) calls ‘management through measurement’, the aim being to establish a clear line of sight between HR interventions and organizational success; strengthens the HRM belief that people are assets rather than costs; focuses attention on the need to base HRM strategies and processes on the requirement to create value through people and thus further the achievement of organizational goals; reinforces the need to be strategic; emphasizes the role of HR specialists as business partners; provides guidance on what to measure and how to measure; underlines the importance of using the measurements to prove that superior people management is delivering superior results and to indicate the direction in which HR strategy needs to go.

He also commented that HRM ‘reflects a long-standing capitalist tradition in which the worker is regarded as a commodity’. The emphasis is therefore on the interests of management, integration with business strategy, obtaining added value from people by the processes of human resource development and performance management and the need for a strong corporate culture expressed in mission and value statements and reinforced by communications, training and performance management processes. The soft version of HRM traces its roots to the human-relations school; it emphasizes communication, motivation and leadership.

However, there is more to both HRM and HCM than simply treating people as assets. Each of them also focuses on the importance of adopting an integrated and strategic approach to managing people, which is the concern of all the stakeholders in an organization, not just the people management function. So how does the concept of HCM reinforce or add to the concept of HRM? The answers to that question are that HCM: ● ● ● ● ● ● ● draws attention to the importance of what Kearns (2005b) calls ‘management through measurement’, the aim being to establish a clear line of sight between HR interventions and organizational success; strengthens the HRM belief that people are assets rather than costs; focuses attention on the need to base HRM strategies and processes on the requirement to create value through people and thus further the achievement of organizational goals; reinforces the need to be strategic; emphasizes the role of HR specialists as business partners; provides guidance on what to measure and how to measure; underlines the importance of using the measurements to prove that superior people management is delivering superior results and to indicate the direction in which HR strategy needs to go.

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A Handbook of Human Resource Management Practice 10th Edition by Michael Armstrong


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