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Strategic HRM or managing the employment relationship?

Strategic HRM or managing the employment relationship? Discusses strategic human resource management (HRM) which emphasizes the importance of HRM policies and practices being integrated by a longer‐range HRM strategy, which in turn is an integrated part of an overall organizational strategy. Proposes an alternative, more overtly political, employment relations model with HRM policies and practices as negotiated outcomes which attempt to resolve the often conflicting expectations of a number of interested parties. Presents a study in which only one‐third of a sample of Australian HR managers reported that an HRM strategy had a great or moderately great impact on HRM within their organization, and there was no evidence that the impact of an HRM strategy resulted in a reduction of the direct impact of other factors. More important factors included legislation/regulation, industry characteristics, organizational strategy and objectives, top management priorities, organizational size and structure, and the impact of technological change. In addition, these factors impacted differentially on HRM practices and policies in areas such as recruitment, training, pay/ benefits and industrial relations. Suggests these results support the appropriateness of a broader employment relations view of the field. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png International Journal of Manpower Emerald Publishing

Strategic HRM or managing the employment relationship?

Bob Kane; Ian Palmer
International Journal of Manpower , Volume 16 (5/6): 16 – Jan 1, 1995
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References (48)

Publisher
Emerald Publishing
Copyright
Copyright © 1995 MCB UP Ltd. All rights reserved.
ISSN
0143-7720
DOI
10.1108/01437729510095917
Publisher site
See Article on Publisher Site

Abstract

Discusses strategic human resource management (HRM) which emphasizes the importance of HRM policies and practices being integrated by a longer‐range HRM strategy, which in turn is an integrated part of an overall organizational strategy. Proposes an alternative, more overtly political, employment relations model with HRM policies and practices as negotiated outcomes which attempt to resolve the often conflicting expectations of a number of interested parties. Presents a study in which only one‐third of a sample of Australian HR managers reported that an HRM strategy had a great or moderately great impact on HRM within their organization, and there was no evidence that the impact of an HRM strategy resulted in a reduction of the direct impact of other factors. More important factors included legislation/regulation, industry characteristics, organizational strategy and objectives, top management priorities, organizational size and structure, and the impact of technological change. In addition, these factors impacted differentially on HRM practices and policies in areas such as recruitment, training, pay/ benefits and industrial relations. Suggests these results support the appropriateness of a broader employment relations view of the field.

Journal

International Journal of Manpower – Emerald Publishing

Published: Jan 1, 1995

Keywords: Australia; Human resource management; Strategic planning

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