HumanResourceManagement PersonnelManagementtoHumanResourceManagement RecognitionoftheneedtotakeamorestrategicapproachtothemanagementofpeopleBeganinthe1980 sintheUSAUKfollowedquicklyConceptis astrategicapproachtoacquiring developing managingandgainingthecommitmentoftheorganisationskeyresource thepeoplewhoworkforit Armstrong1991 FeaturesofHRM ManagementfocussedandtopmanagementdrivenLinemanagementrolekeyEmphasisesstrategicfit integrationwithbusinessstrategyCommitmentorientedTwoperspectives hard and soft Involvesstrongculturesandvalues PerformanceorientedRequiresadoptionofacoherentapproachtomutuallysupportingemploymentpoliciesandpracticesEmployeerelationsorganicratherthanpluralisticOrganisingprinciplesareorganicanddecentralisedFlexibilityandteambuildingimportantpolicygoalsStrongemphasisonqualitytocustomersRewardsdifferentiatedbyskill competenceorperformance FeaturesofHRM Fombrum TichyandDevannaModel1984 Selection Performance Appraisal HRD Reward WarwickModelofHRM BusinessStrategyContext InnerContext HRMContent HRMContext OUTERCONTEXT WarwickModel contentoftheboxes Outercontext socio economic technical politico legal competitiveInnercontext culture structure politico leadership task technology businessoutputsBusinessstrategycontext objectives productmarket strategyandtacticsHRMcontext role definition organisation HRoutputsHRMcontent HRflows worksystems rewardsystems employeerelations TheHarvardModel StakeholderIssues WorkforcecharacteristicsBusinessstrategy conditionsManagementphilosophyUnionsTasktechnologyLaws societalvalues StakeholderInterests ShareholdersManagementEmployeeGroupsGovernmentCommunityUnions HRMPolicy ChoiceEmployeeinfluenceRewardsystemsWorksystemsHumanresourceflows HROutcomes CommitmentCongruenceCompetenceCosteffectiveness LTconsequences IndividualwellbeingOrganisationaleffectivenessSocietalwellbeing GuestModel DefinesfourpolicygoalsofHRMFurtherdevelopmentoftheHarvardmodelStrategicintegration HRMintostrategicplans inlinedecisions withinHRpoliciesHighcommitment strongidentificationwithcompanyHighquality includingmanagementofpeopleFlexibility functional adaptablestructures capabilitytoinnovate SoftHRM StresseshumanaspectEmphasisonHRDParticipationMotivationCommitmentLeadershipHUMANresourcemanagement HardHRM PeopleasaresourceUseddispassionatelyUsedincalculatingrationalmannerHeadcountHumanRESOURCEManagement Competence BasedHRM Definitions Theskills knowledgeandexperiencethatanindividualbringstotheirroleIDS1997BasicpersonalcharacteristicsthataredeterminingfactorsforactingsuccessfullyinajoborsituationMcClelland1993Underlyingtraits motives skills characteristicsandknowledgerelatedtosuperiorperformanceBoyatsis1982 Ukv USdefinitions US inputoriented whattheindividualbringstothejobUK outputoriented theskills attitudesandknowledge expressedinbehavioursforeffectivejobperformanceOneorboth LevelsofInfluence StrategicFunctionalSystemsIndividual ImplicationsatStrategicLevel TheidentificationofcorecompetenciesoftheorganisationwhichconfersustainedcompetitiveadvantageOwnedbymorethanonepersonandgrowthroughuseandexperiencethereforedifficulttoimitate ImplicationsfortheHumanResourceFunction DevelopmanagerialcompetenceStrategicselectionandstaffingDevelopinternallabourmarketDesignjobsroundcapabilityDevelopindividualcompetenceDevelopculturetofosterinnovationBuildlearningorganisationDeveloporganisationallearningmechanisms ImplicationsforHumanResourceSystems Verticalintegration linkindividualcompetencetothecorecompetenceoftheorganisationHorizontalintegration provideaframeworkfortheintegrationofHRsystemscomponentsVitalplayerinthedevelopmentofcorecompetenciesCanbeusedtodevelopindividualHRsystems RecruitmentandSelection BasedonpastbehaviourasthemostvalidpredictoroffuturebehaviourBuildingthecompetenceframeworkrequiresmultipleinformationsourcesCompetencespecificationshouldcoverbothtechnicalandpersonal interpersonalcompetencies DevelopinterviewquestionsthatelicitexamplesofpastbehavioursInassessmentcentrescreatetasksthatrequiredemonstratedcompetenciesUsecompetenciestoselecttestinstrumentsUsecompetenciestoevaluatecandidateperformance RecruitmentandSelection Appraisal SetoutcomeandperformancetargetsforeachcompetenceOutcomelevelsandperformancetargetscanbegradedifdesired e gstandardperformance abovestandard excellentetcBelowstandardperformancecanbeusedtogeneratedevelopmentneeds Canprovideforumfortheidentificationofnew changingcompetencerequirementsCanprovideforumforsettingacquisitionofcompetencetimescalesProvidesaclearandagreedframeworkforperformanceevaluationanddiscussion Appraisal Development ProvidesaframeworkforindividualtrainingneedsNotransferproblemsascompetencecanonlybedemonstratedbyonthejobbehavioursDevelopmentcontributesdirectlytocurrentperformanceEncouragesabroadbasedapproachtodevelopmentactivities EnsureslinemanagercommitmenttodevelopmentOfferscommonlanguagetoallparticipantsinthedevelopmentprocessOfferstransparentprocesstoallstakeholdersFacilitatesvalidationandevaluationofthedevelopmentprocess Development Reward Promotesfle