- a particular constellation of beliefs and assumptions;
- a strategic thrust informing decisions about people management;
- the central involvement of line managers; and
- reliance upon a set of ‘levers’ to shape the employment relationship.
HUMAN RESOURCE SYSTEM
Human resource management operates through human resource systems that bring
together in a coherent way:
● HR philosophiesdescribing the overarching values and guiding principles adopted
in managing people.
● HR strategiesdefining the direction in which HRM intends to go.
● HR policies, which are the guidelines defining how these values, principles and
the strategies should be applied and implemented in specific areas of HRM.
● HR processesconsisting of the formal procedures and methods used to put HR
strategic plans and policies into effect.
● HR practicescomprising the informal approaches used in managing people.
● HR programmes, which enable HR strategies, policies and practices to be imple-
mented according to plan.
Becker and Gerhart (1996) have classified these components into three levels: the
system architecture (guiding principles), policy alternatives and processes and prac-
tices.
See Figure 1.1.
MODELS OF HRM
The matching model of HRM
One of the first explicit statements of the HRM concept was made by the Michigan
School (Fombrun et al, 1984). They held that HR systems and the organization struc-
ture should be managed in a way that is congruent with organizational strategy
(hence the name ‘matching model’). They further explained that there is a human
resource cycle (an adaptation of which is illustrated in Figure 1.2), which consists of
four generic processes or functions that are performed in all organizations. These are:
- selection– matching available human resources to jobs;
4 ❚ Managing people