HR managers are now increasingly referred to as “Certified Human Resource Management Managers”. (For example the title of BVOP Certified Human Resource Manager).
In rare cases, it can be said that only the title has changed, although much of the philosophy of Human Resource Management (HRM) is implemented in the daily practice and thinking of specialists in the field of personnel management.
For these specialists, the above-mentioned debates, which were characteristic of the second phase of the development of the given theory, are no longer of great importance.
They move from theory to practice; and, despite the mistakes caused by organizational constraints, many of them are already difficult to stop, as evidenced by our observations of many years of research by more than 100 British companies. Reference: “Development of the concept of Human Resources Management (HRM)“, https://mstsnl.net/development-of-the-concept-of-human-resources-management-hrm/
Characteristics of the Human Resources Management (HRM) system
The summary of the views of the above-mentioned authors and the opinion of some other scientists helps to compile a consolidated list of the distinctive features of the HRM system, which manifests itself as a new paradigm of human governance. The following is a list of key features:
Human Resource Management (HRM) emphasizes the importance of building commitment to the company’s mission and values, ie it is a “commitment-oriented” model;
Human Resources Management (HRM) is based on the awareness of the need for strategic compliance – integration of personnel and organizational strategy;
Human Resource Management (HRM) is a comprehensive and holistic approach to the implementation of mutually supportive principles and methods for personnel policy formation, ie to develop a comprehensive system of human resources policy and practice; Reference: “Hard and Flexible approach to Human Resource Management”, https://www.polyscm.com/hard-and-flexible-approach-to-human-resource-management/
Human Resource Management (HRM) is result-oriented, emphasizing the need to constantly move forward to new frontiers so that the company is always ready to tackle new tasks;
Labor relations are unitary rather than pluralistic, and are geared towards individual workers rather than the collective as a whole;
The organization of processes is based on the principles of limitation and decentralization with the introduction of flexible roles, concentration on the process (ie ways of functioning, especially those that go beyond traditional organizational frameworks), and have a higher level of teamwork, built on the principles of flexibility;
Limitations of the Human Resources Management (HRM) model
At first glance, Human Resource Management (HRM) offers significant benefits, in any case for managers. However, a whole list of theorists and one practitioner, Alan Fowler (1987), have identified several limitations, which are summarized below:
Human Resource Management (HRM) still lacks the potential to become a shared theory or alternative in the form of an improved version of the human resource management model; Reference: “Human Resource Management for Certified HR Managers“, https://www.powerhp.net/human-resource-management-for-certified-hr-managers/
HRM, in Hest’s words (Guest, 1989), is in itself an “optimistic but dubious concept where everything is built on promises and expectations”;
Even if HRM exists as a separate process that many doubt, it is full of contradictions, manipulative, and, according to the Cardiff School (Blyton and Tumbull, 1992), absolutely untrue;
The “promised goals” of HRM are unjustified at best and unfeasible at worst (Mabey et al, 1998).
Gong (Noon, 1992) believes that HRM as a theory has serious shortcomings:
‘It is built on ideas and assumptions, but the changes and hypotheses associated with it are not obvious.
It is quite comprehensive … As a “theory” of Human Resource Management, much more can be desired in terms of the ability to describe and predict.” Reference: For Certified Human Resources Manager: The Internal Environment for HR Management , https://customessaysonline.net/for-certified-human-resources-manager-the-internal-environment-for-hr-management/
Human Resource Management (HRM) is quite simple
Fowler (1987) states:
“HRM ideas aimed at senior managers tend to be attractively simplistic. They seem to say, ‘Don’t worry too much about the content or methodology of personnel management.’ All it takes is to be driven by context.
Don’t stay at work, go and talk to people without paying attention to the hierarchy. Only in this way will you be able to unleash the huge work potential and direct it to increase efficiency.”
Human Resource Management (HRM) as terminology
Human Resource Management (HRM) terminology presents the model as the only true process that is ideal for any company, despite the evidence that different organizational conditions require different approaches. This creates a gap between the terminology and reality that Gratton et al, 1999 and co-authors have often shown.
Human Resource Management (HRM) is too ambitious and impractical
One of the accusations against HRM is that it promises more than it can give. According to Mabey et al (1998), “virtually all marked results without exception (HRM) are unrealistic and inflated.” The authors suggest that managers either go to consultants who offer quick solutions to patch holes or engage in reasoning influenced by “super-organizational values” such as excellence, flexibility, quality, and customer attention.