Characteristic of HRM is not universal. Within different organization there
are many models and practices that a diverse one another.
Human
resource management (HRM) has frequently been described as a concept with two
distinct forms: soft and hard. These are diametrically opposed along a number
of dimensions, and they have been used by many commentators as devices to
categorize approaches to managing people according to developmental-humanist or
utilitarian-instrumentalist principles (Legge,
1995b).
Hard Model of HRM
The
hard version is emphasized on the importance of people to the organization to
achieve competitive advantage. Therefore this human capital need to be
acquired, train & developed and stationed in a way that will benefit the
organization. The
focus is on the quantitative, calculative and business-strategic aspects of managing
human resources in as ‘rational’ a way as for any other economic factor as
Guest
(1999a) comments:
“The drive to adopt
HRM is... based on the business case of a need to respond to an external threat
from increasing competition. It is a philosophy that appeals to managements
who are striving to increase competitive advantage and appreciate that to do
this they must invest in human resources as well as new technology.”
- Short-term changes in employee numbers (recruitment, redundancy)
- Minimal communication, from the top down
- Pay – enough to recruit and retain enough staff (e.g. minimum wage)
- Little empowerment or delegation
- Appraisal systems focused on making judgments (good and bad) about staff
- Taller organizational structures
(tutor2u, 2019)
Soft Model of
HRM
The soft version of HRM traces its roots to the human-relations school;
it emphasizes communication, motivation and leadership. As
described by Storey (1989) it involves ‘treating employees as valued assets, a
source of competitive advantage through their commitment, adaptability and high
quality (of skills, performance and so on)’
This method stresses to gain employees full commitment and involvement
through communication and other methods of developing a high commitment high
trust organization while paying major attention to organization culture as well
- Strategic focus on longer-term workforce planning
- Strong and regular two-way communication
- Competitive pay structure, with suitable performance-related rewards (e.g. profit share, share options)
- Employees are empowered and encouraged to seek delegation and take responsibility
- Appraisal systems focused on identifying and addressing training and other employee development needs
- Flatter organizational structures
(tutor2u, 2019)
It’s been Regarded by Truss (1999) that
‘Even if the rhetoric of HRM is soft, the reality is often hard, with the
interests of the organization prevailing over those of the individual’
Gratton et al
(1999) has found in a research from
studying eight organizations that in organizations there are always mixture of
soft and hard elements of HRM.
So which HRM model is better?
It depends on the situation. The hard approach may be more cost effective
to the organization where decision making is quicker and in soft approach it
will have a good effect on employees where they have more freedom to work
comparing to the hard model. So as found in a research by Gratton et al (1999)
in practice organization have to use mixture of these two models
References
Armstrong, M., 2006. A Handbook of Human Resource
Management Practise. A Handbook of Human Resource Management 10th Edition, Volume
x, p. 12.
Truss,
C., Gratton, L., Hope‐Hailey, V., McGovern, P. and Stiles,
P. (1997). Soft and Hard Models of Human Resource Management: A Reappraisal. Journal
of Management Studies, 34(1), p.54
tutor2u.
(2019). Soft and Hard HRM | Business | tutor2u. [online] Available at:
https://www.tutor2u.net/business/reference/soft-and-hard-hrm [Accessed 17 Jun.
2019].
There are a variety of ways to approach the management of HR in a business. The business textbooks like to describe two broad approaches to HRM which are explained further below:
ReplyDelete"Hard" HR
"Soft" HR
The hard version is emphasized on the importance of people to the organization to achieve competitive advantage. where soft version emphasizes communication, motivation and leadership.
DeleteHuman resource management (HRM) has frequently been described as a concept with two distinct forms: soft and hard. One conclusion of the study is that even if the rhetoric of HRM is 'soft', the reality is almost always 'hard', with the interests of the organization prevailing over those of the individual.
ReplyDeleteI think there needs to be a mix of this two models
DeleteThis comment has been removed by the author.
ReplyDeleteIn contrast, the hard model stresses the rationalism of strategic fit and places emphasis on performance management and an instrumental approach to the management of individuals. This chapter first analyzes the conflicts and tensions both between and within the soft and hard models.
ReplyDeleteThis chapter first analyzes the conflicts and tensions both between and within the soft and hard models. It then reports on the findings of an in-depth empirical study which allow us to review and challenge the theoretical foundations upon which the soft and hard models are based.
ReplyDeleteThe hard methodology might be more practical to the association where basic leadership is speedier and in delicate methodology it will goodly affect representatives where they have more opportunity to work contrasting with the hard model.
ReplyDeletethe danger of taking soft approach is that when all the employee benefits are added up, the cost of the workforce leaves a business at a competitive disadvantage.
DeleteSOFT HRM SOFT HRM = People-Focused / High-Commitment Treats employees as the most important resource in the business and a source of competitive advantage. Focal Points Needs of employees Employee Training Development Commitment Participation Motivation Workforce flexibility Quality Strategic integration Modern approach to strategic human resource
ReplyDeleteConversely, soft skills are attributes and personality traits that affect interpersonal interactions and while different, are also as important as hard skills in the workforce. These include characteristics such as leadership, empathy, communication, etiquette and more skills that aren't as quantifiable as hard skills.
ReplyDeleteHuman resource management (HRM) has frequently been described as a concept with two distinct forms: soft and hard. ...
ReplyDeleteOne conclusion about this, is that even if the rhetoric of HRM is 'soft', the reality is almost always 'hard', with the interests of the organization prevailing over those of the individual. 😊
As I understand, the focus of Hard HRM is to identify workforce needs of the business and recruit & manage accordingly with basic HR functions including hiring, moving and firing. Soft HRM focus on the needs of employees such as their roles, rewards, motivation etc. According to my point of view, what we see in practical scenario is a mix of both hard and soft HRM
ReplyDeleteAgreed in practice the mix of this two methods is good for the organization in the long run
DeleteThere is a continuum in management between “hard” and “soft.” The “hard” is the management that makes plans, sets up structures, and monitors performance. The “soft” is the people-friendly management based on emotions.
ReplyDeleteSoft HRM refers to treating people as the most precious asset for an organization which creates a competitive advantage and concentrating on factors such as the needs of employees, training and development, participation, motivation, etc.
ReplyDeleteHard HRM refers to treating people as just a resource need to achieve goals in instances such as performance management and cost control etc.
The Soft model of of HRM is most suitable for strategic level (managers, Leaders, Trainers etc) and Hard model of HRM ideal for Operational level workforce.
ReplyDeleteDo you agreed....?
Some what. But I think a mix of these to models will be good for the organization in long term
DeleteSoft and hard models have Conflicts and tensions.
ReplyDelete