Read e-book online Armstrong's handbook of strategic human resource management PDF
By Michael Armstrong
Pt. 1. The conceptual framework of strategic HRM -- pt. 2. The perform of strategic HRM -- pt. three. HR suggestions -- pt. four. The strategic HRM toolkit
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Extra info for Armstrong's handbook of strategic human resource management
Are there any likely implementation problems and how will they be dealt with? The reality of strategy The classical view of the strategy process as described by Rosemary Harrison (2009: 331) rests on two assumptions: ●● ●● that decision-makers have a common purpose and are driven by a shared economic logic when making strategic decisions: all seek to maximize economic rewards and minimize costs for the business; that decision-makers systematically ‘collect and sort information about alternative potential solutions, compare each solution against premeditated criteria to assess degree of fit, arrange solutions in order of preference, and make an optimizing choice which they then equally systematically draw up plans to implement’ (Miller et al, 1999: 44).
The ethical dimension of HRM HRM has an ethical dimension; that of exercising social responsibility, ie being concerned for the interests (well-being) of employees and acting ethically with regard to the needs of people in the organization. Reservations about HRM On the face of it, the concept of HRM has much to offer, at least to management. But reservations have been expressed about it. There may be something in these criticisms but the fact remains that as a description of people management activities in organizations, HRM is here to stay, even if it is applied diversely or only used as a label to describe traditional personnel management practices.
All too frequently there is a say/do gap between the strategy as designed and the strategy as implemented. Even where there is a ‘grand design’ and much rhetoric, the reality is different – the links are difficult to maintain, line managers are indifferent or incapable of playing their part, and employees are suspicious of or hostile to the newly linked initiatives. Problems are caused by poor project management, inadequate attention to managing change, and a failure to ensure that supporting processes are in place.
Armstrong's handbook of strategic human resource management by Michael Armstrong