HRM can be considered a “set of interrelated policies with an ideological and philosophical underpinning.
The terms ‘Human Resources’ (HR) and ‘Human Resource Management’ (HRM) have typically upgraded the concept of a ‘Personnel Management’ as a justification of the functions involved in managing people in organizations.
HRM is termed as a strategic as well as defined method to the management of most valued resources of an organization – the people working there who independently as well as jointly play a role in the accomplishment of its goals and objectives.
Storey (1989) states that HRM can be considered a “set of interrelated policies with an ideological and philosophical underpinning.”
Storey recommends four facets that constitute the purposeful version of HRM:
- A particular constellation of values and assumptions
- A strategic thrust informing decisions regarding people management
- The core participation of line managers, and
- Reliance upon a set of ‘levers’ to better shape the employment relationship.
Byars & Rue (2006) states Human Resource Management as “a system of actions and approaches that emphasis on effectively managing workforce at all stages of an organization to accomplish organizational goals.”
To be able to build a high-performance as well as effective workforce, the organization should apply human resource management knowledge in the following key organizational areas:
- Establishment of a legal as well as ethical management system
- Job evaluation and job design
- Recruitment and selection
- Training and development
- Employee motivation
- Strategic planning
Human Resource Management is a “a system of actions and approaches that emphasis on effectively managing workforce at all stages of an organization to accomplish organizational goals.