ABSTRACT

ON
CHANGING
DIMENSIONS OF HRM






BY :-SHWETA SHRIVASTAVA
ASSISTANT PROFESSOR (MBA)
GLOBAL COLLAGE OF
MANAGEMENT
Ph. no 8878833415
EMAIL ID:-shwetashrivasta612@gmail.com












CHANGING DIMENSIONS OF HRM
Human resource management (HRM) is a term which is now widely used but very loosely
defined. In this paper it is argued that if the concept is to have any social scientific value, it
should be defined in such a way as to differentiate it from traditional personnel management and
to allow the development of testable hypotheses about its impact. Based on theoretical work in
the field of organizational behavior it is proposed that HRM comprises a set of policies designed
to maximize organizational integration, employee commitment, flexibility and quality of work.
Within this model, collective industrial relations have, at best, only a minor role. Despite the
apparent attractions of HRM to managements, there is very little evidence of any quality about
its impact. Furthermore very few organizations appear to practice a distinctive form of HRM,
although many are moving slowly in that direction through, for example, policies of employee
involvement.
Current models of HRM suggest that expectations about HR roles are changing as organizations
are striving to make the HR function leaner and more strategic. We explain how the concept of
business partnering dominates respondents' talk about HR policy and practice and raise questions
about the impact of this in terms of HRM's relationship with employees, employee well-being
and the career paths of HR professionals. We argue that the profession needs to reflect seriously
on the consequences of a dominant business/strategic partner framing of HR work, which fails to
address the duality that has historically always been inherent in HR practice. We conclude that
there is a need for a more balanced HR agenda addressing human and economic concerns in
current and future models of HRM.