Human resource management

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Job Description Management.

Human resource management (HRM or simply HR) is the management of human resources. It is a function in organizations designed to maximize employee performance in service of an employer's strategic objectives.

CONTENT : A - F , G - L , M - R , S - Z , See also , External links

Quotes[edit]

Quotes are arranged alphabetically by author

A - F[edit]

  • The subject of human resource management (HRM) and its development has been much contested in the literature. Most of the relevant theories originated in the United States of America. There is in the literature no distinctly “European” approach to HRM and, indeed, our knowledge of comparative HRM practices in different European states is limited.
    • Chris Brewster, Henrik Holt Larsen, and Fons Trompenaars. "Human resource management in Europe: evidence from ten countries." International Journal of Human Resource Management 3.3 (1992): 409-434.
  • Human resource management (HRM) developed initially from work in the United States of America in the 1960s and 1970s and since the mid 1980s has been an ever more visible feature of the academic literature, of consultancy services and of organisational terminology; particularly in the USA and Great Britain.
    • Chris Brewster, Henrik Holt Larsen, and Fons Trompenaars. "Human resource management in Europe: evidence from ten countries." International Journal of Human Resource Management 3.3 (1992): 409-434.

G - L[edit]

  • The stress on 'human resources' as an organizational asset goes back at least to Drucker (1954). This was elaborated in the theory of 'human capital' by Schultz (1963) who was concerned to describe the benefits of education as a 'production good' enhancing the economic resources of society, and by others like Becker (1964) who argued for the benefits to economic growth of a well-trained workforce. While labour market segmentation theory developed in reaction (stressing institutional processes in labour market formation), human asset accounting in the 1970s applied the capital theory to quantifying investments in people by the organization (Flamholtz, 1974). This was embraced by some (for example, Likert, 1967) as a way of encouraging humane employment policies, less geared to the short-term (although others saw in it the rule of accountants).
    • Chris Hendry and Andrew Pettigrew. "Human resource management: an agenda for the 1990s." International journal of human resource management 1.1 (1990): 17-43.
  • Culture is the collective programming of the mind distinguishing the members of one group or category of people from others.
    • Geert Hofstede (1980), Culture's consequences, p. 25; as cited in Rüdiger Pieper (1990) Human Resource Management: An International Comparison. p. 130.
  • [The Integrated Model of Work Stress (ISR) model] is straightforward, easy to understand, and has guided much of the work stress research and theorizing in the past 25 years.
    • Steve M. Jex and Terry Beehr (1991), "Emerging theoretical and methodological issues in the study of work-related stress." Research in Personnel and Human Resources Management, 9, p. 313

M - R[edit]

  • The ultimate measurement is effectiveness, not efficiency.
    • Jack J. J. Phillips (2012) Accountability in Human Resource Management. p. 175.

S - Z[edit]

  • Simon (1950, 1952-3, 1952) was a leading proponent for the creation of “organization theory”, which he imagined as including scientific management, industrial engineering, industrial psychology, the psychology of small groups, human-resources management, and strategy.
    • William H. Starbuck and Philippe Baumard (2009). "The seeds, blossoming, and scant yield of organization theory," in: Jacques Rojot et. al (eds.) Comportement organisationnel - Volume 3 De Boeck Supérieur. p. 15
  • The idea of human resource management has become topical and controversial. The term suggests that people in any organization are an asset to be upgraded and full utilized rather than merely a variable cost to be minimized. This in turn implies that the way in which people are managed is a matter of crucial strategic concern.
Increased international competition has produced various initiatives world-wide for new approaches to management, in particular human resource management. This searching set of interpretations, first published in 1983, will be of interest to serious practitioners and students alike.
  • John Storey (ed) (1989) New Perspectives on Human Resource Management, Routledge, London. Abstract
  • Two of the most widely adopted models of human resource management are the hard and soft versions. These are based on opposing views of human nature and managerial control strategies. The hard model is based on notions of tight strategic control, and an economic model of man according to Theory X, while the soft model is based on control through commitment and Theory Y. We argue that because these assumptions are so divergent, they cannot both properly be incorporated within a single model of human resource management.
    • Catherine Truss, Lynda Gratton, Veronica Hope-Hailey, Patrick McGovern, Philip Stiles (1997). "Soft and hard models of human resource management: a reappraisal." Journal of Management Studies, 34(1), 53-73.
  • This study examines two alternative views—universal and contingency—of the human resources (HR)-performance relationship in manufacturing settings. Results from a survey of 97 plants primarily support a contingency approach to human resource management (HRM). An HR system focused on human capital enhancement was directly related to multiple dimensions of operational performance (i.e., employee productivity, machine efficiency, and customer alignment), but subsequent analysis revealed that this main effect was predominately the result of linking human-capital-enhancing HR systems with a quality manufacturing strategy. Other manufacturing strategies also moderated the HR-performance relationship.
    • Mark A. Youndt, Scott A. Snell, James W. Dean Jr., & David P. Lepak (1996). "Human resource management, manufacturing strategy, and firm performance." Academy of management Journal, 39(4), 836-866.

See also[edit]

External links[edit]

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