Strategic non-HRM— a viable alternative?

✍ Scribed by Julie Storey

• Publisher: John Wiley and Sons
• Year: 1998
• Tongue: English
• Weight: 120 KB
• Volume: 7
• Category: Article
• ISSN: 1086-1718
• DOI: 10.1002/(sici)1099-1697(1998110)7:7<397::aid-jsc399>3.0.co;2-d

✦ Synopsis

Strategic non-HRMÐ a viable alternative?

. This article argues that the strategic management of people does not automatically involve the implementation of practices associated with human resource management (HRM), e.g. sophisticated selection methods, extensive communications, teamworking, extensive training, employee involvement and performance-related pay.

. The article begins by de®ning HRM and, in particular, the soft and hard variants of the concept. Soft HRM is de®ned as a bundle of practices aimed at securing high commitment and high performance from employees whereas hard HRM is de®ned as a group of practices based on the premise that human resources (HR) are a cost to be minimized.