Barriers To Effective Human Resource Management

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BARRIERS TO EFFECTIVE HUMAN RESOURCE MANAGEMENT

Many organizations and companies have realized importance of HRM, and have been developing this section of the organizational structure, but there are many organizations, where top managers are not keen on recognition the importance of HRM, rather they are insisting for their performance and creating barriers s such as lack of necessary knowledge and skills of HRM, management styles that cause can indirectly or directly impact upon the performance of an organization even making an organization redundant. In this study I will try to discuss about definition of HRM, its responsibility, identify barriers which are resisting HRM people to perform well, and discuss critical issues about today's HRM.

The article called Barriers to Effective HRM aimed to explain potential barriers to the effective operation of HRM, hard and soft approaches to HRM, explain and compare the different of opinion on HRM as taking account of opinion of some authors will be mentioned later.

The article analyzes effectiveness and barriers to HRM which pointed out with study after the economic downturn in the Asia-Pacific region organisations in Australia and New Zealand showed more strategic approach to HRM.

HRM can be seen as part of the wider and longer debate about the nature of management in general and the management of employees in particular (Holden 2001).

Models of HRM

There are many models those describe effective HRM plans for companies to help them achieving their corporate objectives. Below some of these models are expanded:

The Harvard Framework

Founding fathers of HRM were Harvard school of Beer (1984) who developed Boxall (1992) calls the Harvard framework. This framework is based on the belief that the problems of historical personnel management can only be solved ‘when general managers develop a viewpoint of how they wish to see employees involved in and developed by the enterprise, and of what HRM policies and practices may achieve those goals. Without either a central philosophy or a strategic vision-which can be provided only by general managers-HRM is likely to remain a set of independent activities, each guided by its own practice tradition. They also stated that HRM involves all management decision and action that affect the nature of the relationship between the organisation and its employees-its human resources. According to the Harvard school HRM have two characteristic features. First, line managers accept more responsibility for ensuring the alignment of competitive strategy and personnel policies and second personnel has the mission of setting policies that govern how personnel activities are developed and implemented in ways that make them more mutually reinforcing.

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Beer and Spector emphasized a new set of assumptions in shaping their meaning of HRM that emphasis on fit linking HRM with strategic planning and cultural change sees people as social capital capable of development and proactive system means manager should anticipate changing in advance, developing of coincide of interest between stakeholders (Holden, 2001).

The Harvard model has wielded considerable influence over the theory of HRM, particularly in its emphasis of the fact that HRM is the concern of management in general rather than the personnel function in general.

Walton (1985), also of Harvard, expanded the concept ...

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