Page 48 - DMGT106_MANAGING_HUMAN_ELEMENTS_AT_WORK

Managing Human Element at Work

Notes

State Bank of Pakistan

uman resource management (HRM) is the strategic and coherent approach to
the management of an organization’s most valued assets the people working
Hthere who individually and collectively contribute to the achievement of the
objectives of the business. One widely used scheme to describe the role of HRM,
developed by Dave Ulrich, defines 5 fields for the HRM function: (i) Strategic business
partner (ii) Change Agent (iii) Employee champion (iv) Company champion
(v) Administrative expert.
Bhatia also explain the same HR role Figure 1. However, many HR functions these days
struggle to get beyond the roles of administration and employee champion, and are
seen rather more reactive than strategically proactive partners for the top management.
In addition, HR organizations also have the difficulty in proving how their activities
and processes add value to the company. In the recent years HR scholars and HR
professionals are focusing to develop HR models that can adds value.
Classic HRM models such as those from Harvard and Michigan assume that HRM can
only be effective if it connected to an organization’s strategy. Strategic HRM assumes a
direct and interactive relationship between the management of employment relationships
and the organizational strategy. Ulrich tries to show that the e-component adds a new
dimension that ‘rocks the HR boat’. In order words, e-HRM forces ‘traditional’ HR
professionals to re-think and redefine policies and practices and, indeed, their own
profession. The application of IT for HR purposes and found only one case in which an
e-component was used for HR purposes and that could really be labeled as e-HRM. The
case concerned Dow chemical’s that launched a global HR intranet. This company remains
a forerunner in terms of e-HR. Ruel as also presented results of a case-study in which
research is carried out in Dutch companies. A quarter of the companies claim that e-HRM
has a priority, and more than half at least a moderate priority. It means only attracting
applicants, not using the support of the back office processes, or the selection itself.

STRATEGIC PARTNER ?
PERSONAL DATA
MANAGEMENT ?
PERFORMANCE ?
MANAGEMENT ?
ORGANIZATION
DESIGN ? MANAGING ? TALENT, ?
BUSINESS ? PARTNER? SUCCESSION ? PLANNING ?
ADMINISTRATION ?
BUSINESS ? FUNCTION ? PORTAL,
TRACKING ? APPLICATIONS,
KNOWLEDGE MANAGEMENT
ATTENDANCE,
SALARY,
COMPENSATION
HR-Tree

Beer speaks about another aspect of HRM i.e. policy choices. According to him the set
of HRM policy choices within an organization can be categorized into one of the three
types: 1) The bureaucratic policy- Bureaucratic policies are especially found in

Contd...

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