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    Abstract On Changing Dimensions of HRM by Shweta

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    Nelson Stone
    This document discusses changing dimensions of human resource management (HRM). It argues that HRM comprises policies aimed at maximizing organizational integration, employee commitment, flexibility and quality of work. However, there is little evidence that HRM positively impacts organizations. While many organizations are gradually moving in the direction of HRM through policies like employee involvement, very few fully practice a distinctive form of HRM. Current models suggest HR roles are changing as organizations strive to make HR more strategic and business-focused. However, this dominant focus on business partnering fails to address the dual concerns of human and economic factors that have historically been part of HR. A more balanced approach is needed.

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    Abstract On Changing Dimensions of HRM by Shweta

    Uploaded by

    Nelson Stone
    226 views2 pages
    This document discusses changing dimensions of human resource management (HRM). It argues that HRM comprises policies aimed at maximizing organizational integration, employee commitment, flexibility and quality of work. However, there is little evidence that HRM positively impacts organizations. While many organizations are gradually moving in the direction of HRM through policies like employee involvement, very few fully practice a distinctive form of HRM. Current models suggest HR roles are changing as organizations strive to make HR more strategic and business-focused. However, this dominant focus on business partnering fails to address the dual concerns of human and economic factors that have historically been part of HR. A more balanced approach is needed.

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    Abstract on Changing Dimensions of Hrm by Shweta

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    This document discusses changing dimensions of human resource management (HRM). It argues that HRM comprises policies aimed at maximizing organizational integration, employee commitment, flexibility and quality of work. However, there is little evidence that HRM positively impacts organizations. While many organizations are gradually moving in the direction of HRM through policies like employee involvement, very few fully practice a distinctive form of HRM. Current models suggest HR roles are changing as organizations strive to make HR more strategic and business-focused. However, this dominant focus on business partnering fails to address the dual concerns of human and economic factors that have historically been part of HR. A more balanced approach is needed.

    Copyright:

    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
    226 views2 pages

    Abstract On Changing Dimensions of HRM by Shweta

    Uploaded by

    Nelson Stone
    This document discusses changing dimensions of human resource management (HRM). It argues that HRM comprises policies aimed at maximizing organizational integration, employee commitment, flexibility and quality of work. However, there is little evidence that HRM positively impacts organizations. While many organizations are gradually moving in the direction of HRM through policies like employee involvement, very few fully practice a distinctive form of HRM. Current models suggest HR roles are changing as organizations strive to make HR more strategic and business-focused. However, this dominant focus on business partnering fails to address the dual concerns of human and economic factors that have historically been part of HR. A more balanced approach is needed.

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    © All Rights Reserved
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    Download as docx, pdf, or txt
    of 2

    ABSTRACT

    ON
    CHANGING
    DIMENSIONS OF HRM






    BY :-SHWETA SHRIVASTAVA
    ASSISTANT PROFESSOR (MBA)
    GLOBAL COLLAGE OF
    MANAGEMENT
    Ph. no 8878833415
    EMAIL ID:[email protected]












    CHANGING DIMENSIONS OF HRM
    Human resource management (HRM) is a term which is now widely used but very loosely
    defined. In this paper it is argued that if the concept is to have any social scientific value, it
    should be defined in such a way as to differentiate it from traditional personnel management and
    to allow the development of testable hypotheses about its impact. Based on theoretical work in
    the field of organizational behavior it is proposed that HRM comprises a set of policies designed
    to maximize organizational integration, employee commitment, flexibility and quality of work.
    Within this model, collective industrial relations have, at best, only a minor role. Despite the
    apparent attractions of HRM to managements, there is very little evidence of any quality about
    its impact. Furthermore very few organizations appear to practice a distinctive form of HRM,
    although many are moving slowly in that direction through, for example, policies of employee
    involvement.
    Current models of HRM suggest that expectations about HR roles are changing as organizations
    are striving to make the HR function leaner and more strategic. We explain how the concept of
    business partnering dominates respondents' talk about HR policy and practice and raise questions
    about the impact of this in terms of HRM's relationship with employees, employee well-being
    and the career paths of HR professionals. We argue that the profession needs to reflect seriously
    on the consequences of a dominant business/strategic partner framing of HR work, which fails to
    address the duality that has historically always been inherent in HR practice. We conclude that
    there is a need for a more balanced HR agenda addressing human and economic concerns in
    current and future models of HRM.

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