HRM: A Case of the Wolf in Sheep’s Clothing?

1990 ◽  
Vol 19 (2) ◽  
pp. 3-9 ◽  
Author(s):  
Tom Keenoy
Keyword(s):  
Decision Making ◽  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Personnel Management ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Moral Issues ◽  
Personnel Practice

Paradoxically, the emergence of Human Resource Management (HRM) represents both a challenge and an opportunity to the practice of personnel management. Conventional personnel management is being out‐moded to be superseded by an approach to employees which seemingly promises to put “people issues” at the centre of strategic decision making. The debate about HRM has been confused and confusing because it has failed to clearly identify the distinctive forms of management – as well as personnel – practice to which the term HRM has been applied. This confusion only serves to mask the important moral issues HRM poses for personnel practitioners.

scholarly journals HUMAN RESOURCE INFORMATION SYSTEM AS A STRATEGIC TOOL IN HUMAN RESOURCE MANAGEMENT

2012 ◽  
Vol 5 (1) ◽  
pp. 6-15
Author(s):  
Ebenezer Ankrah ◽  
Evans Sokro
Keyword(s):  
Decision Making ◽  
Information System ◽  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Strategic Human Resource Management ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Human Resource Information System ◽  
Resource Information

The purpose of this research is to identify specifically, how the use of Human Resource Information Systems (HRIS) contributes to the effectiveness of strategic human resources management and to examine the strategic importance of using HRIS at the workplace. Relevant review of various HRIS literature were undertaken which culminated into the development of a conceptual model and the formulation of hypotheses to test the proposal that there is relationship between independent variables- HRIS- and the dependent variables- Cost and Time Savings (CTS), Decision Making Contribution (DMC), Quality Information Effects (QIE) and Employment Development Commitment (EDC). The research uses data generated from 34 respondents from insurance companies in Ghana: SSNIT, ELAC, Vanguard, and Donewell. Data was analyzed using SPSS software. It has been found that HRIS adoption and use have a strong and positive effect on CTS and DMC. Essentially, organizations that divert concerted efforts towards HRIS adoption and use have a high likelihood of cutting down cost and saving time, and also ensure better contributions to strategic decision making. Further findings suggest that insurance organizations map up a strategic plan before implementation goes underway. Financial and resource appraisal in relation to the ability to start and sustain HRIS use are critical. HRIS enables HR professionals and supervisors to manage complex information entities and to plan HR efficiently also, organisations that intend using HRIS should thoroughly educate its employees- not only HR staff- so that internal awareness can facilitate the acceptance of the system. Key words: human resource information system, strategic human resource management, strategic decision making.

scholarly journals Expanding The Competitive Profile Matrix: Introducing The Production/Operations Management, Marketing, Human Resource Management, Finance/Accounting, Research And Development, And Information Systems Competitive Profile Matrices

1970 ◽  
Vol 36 (1) ◽  
pp. 59-69
Author(s):  
Charles Capps ◽  
Christopher Cassidy ◽  
Renee Gravois ◽  
Janis Warner
Keyword(s):  
Decision Making ◽  
Resource Management ◽  
Research And Development ◽  
Human Resource Management ◽  
Human Resource ◽  
Operations Management ◽  
Success Factors ◽  
Strategic Decision ◽  
Critical Success ◽  
Factor Evaluation

Capps and Glissmeyer (2012) proposed an extension to the Internal FactorEvaluation and External Factor Evaluation matrices that included an InternalCompetitive Profile Matrix and an External Competitive Profile Matrix, which usea forced ranking that provides greater understanding of the internal and externalcategories to which an organization must attend. Cassidy, Glissmeyer, and Capps(2013) mapped an Internal-External (I-E) Matrix using traditional and extendedtechniques to enable a greater comparative understanding of the relative strengths,weaknesses, opportunities, and threats of respective companies in an analogousCompany Comparison Internal-External Matrix using horizontal analysis. Thismatrix approach to strategic analysis and decision-making is presented in FredDavid’s Strategic Management, 16th edition (2016). A traditional Competitive ProfileMatrix (CPM) is a corporate-level analytic tool that uses critical success factors. Thispaper offers a conceptual expansion of the CPM to include a Production/OperationsManagement CPM, Marketing CPM, Human Resource Management CPM, Finance/Accounting CPM, Research and Development CPM, and an Information SystemsCPM to provide additional strategic decision-making analytical tools. If analyticalthoroughness is a major goal, then expanding the CPM into the six functionalbusiness areas should provide further depth of analysis and more in-depth insight. 

Human Resource Management in the Latin European Context

2021 ◽  
pp. 264-285
Author(s):  
Jordi Trullen ◽  
Carlos Obeso
Keyword(s):  
Decision Making ◽  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Social Protection ◽  
Primary Objective ◽  
European Countries ◽  
Strategic Decision ◽  
Active Population ◽  
Self Employment

This chapter provides an overview of the current human resource management (HRM) landscape in Latin Europe. Latin European countries are commonly associated with lower levels of active population, weaker systems of social protection, higher rates of self-employment, and a dualistic labor market. On the basis of data collected in the last round of the Cranet Survey on Comparative Human Resource Management (2014/15), we investigate the extent to which we can also talk of an idiosyncratic Latin European model in terms of HRM. Similar to previous analyses, we can observe significant variance in terms of HRM among Latin European countries. At the same time, however, there seem to be some distinguishable traits. According to companies surveyed, the HRM department has a low degree of influence on strategic decision-making, and investment in training and development of employees is lower than in other European countries. The Latin model also reveals a greater level of labor unrest vis-à-vis continental Europe, which gives unions a prominent role in decision-making (with special emphasis on pay) and results in the primary objective of the HRM department being labor relations. Finally, there is less involvement by line management in the management of employees, partly as a result of their own lack of training.

scholarly journals Improvement of Algorithms and Procedures of Decision Support in the Field of Personnel Management

2019 ◽  
Vol 8 (4) ◽  
pp. 2128-2132
Keyword(s):  
Decision Making ◽  
Decision Support ◽  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Personnel Management ◽  
Personnel Selection ◽  
Modern World ◽  
Fuzzy Environment ◽  
Support Decision Making

In current conditions, the staff is considered as the leading resource of the organization. The theory that defines personnel as costs, which, above all, should be reduced, has been replaced by the theory of human resource management. Under this theory, the staff is one of the primary resources of the organization that must be properly managed, create optimal conditions for its development, and invest the necessary funds in this. The problem of selecting personnel for a position belongs to the category of loosely structured tasks that traditionally boil down to decision making. That is why the challenge of improving the algorithms and procedures for decision support in the field of personnel management is very relevant in the modern world. The article substantiates the need to use intelligent technologies to support decision-making in human resource management tasks. The specific features of the personnel selection problem are highlighted, immersing the latter in a fuzzy environment. A multi-scenario approach is described for solving the problem of hiring, which takes into account the importance and ambiguity of indicators characterizing applicants for the position, as well as the nature of the requirements of employers.

Organization Theory and HRM

2009 ◽  
Author(s):  
Tony J. Watson
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Personnel Management ◽  
Organization Theory ◽  
Work Organizations ◽  
Organizational Processes ◽  
Organizational Activity ◽  
The Future ◽  
The Way

This article aims to identify the contributions that have been made by ideas from organization theory to our understanding of the organizational activity of human resource management — and its earlier ‘personnel management’ manifestation. Attention is also given to ways in which greater use might be made of organization theory in the analysis of HRM activities and processes in the future. HRM processes are organizational processes. They occur within all work organizations and they cannot be understood separately from the way in which organizations themselves are perceived.

Assessing Information Technology Capability versus Human Resource Information System Utilization

2011 ◽  
pp. 1370-1378
Author(s):  
Ralf Burbach ◽  
Tony Dundon
Keyword(s):  
Decision Making ◽  
Information Technology ◽  
Human Resource ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
System Utilization ◽  
Resource Information ◽  
It Capabilities ◽  
Information Technology Capability ◽  
Administrative Tasks

The ever-increasing capabilities of human resource information technology (HRIT) and human resource information systems (HRIS) have presented HR departments with an opportunity to generate and analyze vast amounts of employee information that could potentially be used for strategic decision-making purposes and to add value to the HR department and ultimately theentire organization. Research in this area has frequently highlighted that most organizations merely deploy HRIT to automate routine administrative tasks. In general, these studies assume the existence of IT capabilities and sophistication without further investigating what these consist of and how or whether existing IT capabilities could be related to the different uses of HR information, that is, strategic decision-making as opposed to automation. In this article, we introduce and discuss a model that aids the categorization of firms regarding their HRIT capabilities vs. their use of HR information. Furthermore, we will explore the factors that determine the utilization of HR information for strategic decision-making purposes.

The Human Resource Factor in Small Business Decision Making

1985 ◽  
Vol 10 (2) ◽  
pp. 53-62 ◽  
Author(s):  
Joseph R. Rocha ◽  
M. Riaz Khan
Keyword(s):  
Decision Making ◽  
Resource Management ◽  
Small Business ◽  
Human Resource Management ◽  
Human Resource ◽  
Small Firms ◽  
Counseling Program ◽  
Business Decision ◽  
Functional Areas ◽  
Resource Factor

Activities of a group of small firms were studied over a six-year period to determine the manner In which their performance reflected the results of a counseling program. The effects of counseling In a number of functional areas were explored. Findings of the Investigation suggest that while adequate attention to marketing, financial, and technological matters Is essential, firms that Ignore the requirements of sound human resource management may fall to remain competitive.

INNOVATION IN PERSONNEL MANAGEMENT OF ORGANIZATION

2017 ◽  
Vol 6 (2) ◽  
pp. 11-14
Author(s):  
Тавасиева ◽  
Z. Tavasieva ◽  
Позмогов ◽  
A. Pozmogov
Keyword(s):  
Control System ◽  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Personnel Management ◽  
Development Strategy ◽  
Effective Work ◽  
Urgent Task ◽  
The Development Strategy ◽  
Innovative Solutions

In modern conditions of managing in the organizations introduction of innovative technologies in the sphere of human resource management becomes an urgent task. The most important factor of realization of innovative solutions of the tasks arising in modern collectives are personnel innovations. They are based on need of close interrelation of the development strategy of the company with planning of personnel; to assessment of extent of influence of costs for work with shots on economic indicators of production; formation of necessary amount of competences, professional skills for effective work in labor market. The main directions of innovative personnel technologies, and also forms of their realization in a control system are defined. The model of work with innovations in a personnel management system is offered. Dependences of introduction of innovations in human resource management with the solution of specific objectives, and also their basic orientations are established. It is claimed that a main goal of in human resource management, is providing the organization by the employees capable to the innovative ideas and technologies of their embodiment.

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