Performance Management in a Human Resources Framework Introduction The purpose of this assignment to is to consider Performance Management in a Recruiting Framework. Firstly, the assignment will look on the concept of ‘Human Resources Management’ as a alternative strategic way of managing the relationship between company and staff that goes beyond the range of simply ‘Personnel Management’.
Secondly, in light of the affirmation from Cooke and Armstrong (1990, reported in Rudman, 2002) that “Human resources strategies can be found to ensure that the culture, values and structure of the enterprise and the top quality, motivation and commitment of its users contribute fully to the achievements of its objectives” (p. 7), I will examine the extent to which my school’s performance evaluation and professional development plan and practice fit into a runner resources structure. Lastly, these types of examples will be used to identify a few of the potential and pitfalls of performance appraisal and specialist development to get an educational organisation.
Human Resources Management – a holistic approach Human resource management (HRM) can be viewed as a holistic way of managing the relationships in an organisation involving the employer and employee. Rudman’s (2002) definition of HRM signifies this holistic approach, because HRM “covers all the ideas, strategies, plans and procedures which organisations use to control and develop the people whom work for them” (p. 3). Several writers (Macky & Johnson 2000; McGraw, 97; Rudman, 2002; Smith, 1998) acknowledge that HRM is definitely the strategic and coherent method to the supervision of an organisation’s most valued assets – the people doing work there who have individually and collectively contribute to the achievement with the objectives of the organisation.
The terms ‘human resource management’ (HRM), ‘human resources’ (HR) and even ‘strategic human resource management’ (SHRM) include largely changed the term “personnel management” as a description with the processes associated with managing people in organisations during the years of the eighties and nineties (McGraw, 1997; Rudman, 2002). “People have been completely making employees decisions considering that the earliest of times” (Rudman, 2002, s. 2), nevertheless , from a historical point of view, the modern form of personnel supervision was founded through the time of the industrial revolution upon two main beliefs: 1) the employer’s concern intended for the welfare of it is workers, and 2) the organisation’s need for control (Rudman, 2002). During the last century workers management advanced through the changing responses between these two morals and altered because of influences through medical management, the industrial welfare and human relations movements, the development of trade unions and group bargaining, as well as the growth of employment-related legislation (Rudman, 2002).
Today, personnel managing is associated with the functional areas of people in organisations, whereas HRM can be associated with the strategic aspects of people in organisations (Rudman, 2002). In practice the distinction between Personnel and Human Resource Management is often blurred because organisations want both function and tactical direction for managing and developing people (McGraw, 1997). Personnel managing (PM) is definitely therefore frequently used to describe the job related with administering policies and procedures for staff sessions, salaries, schooling and other employer/employee interactions.
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