Human resource management is defined as a strategic and coherent approach to the management of an organization’s most valued assets – the people working there who individually and collectively contribute to the achievement of its objectives.
John Storey (1989) believes that HRM can be regarded as a ‘set of interrelated policies with an ideological and philosophical underpinning’. He suggests four aspects that constitute the meaningful version of HRM:
* a particular constellation of beliefs and assumptions;
* a strategic thrust informing decisions about people management
* the central involvement of line managers;
* reliance upon a set of ‘levers’ to shape the employment relationship.
Source : Strategic HRM. Michael Amstrong.2006
John Storey (1989) believes that HRM can be regarded as a ‘set of interrelated policies with an ideological and philosophical underpinning’. He suggests four aspects that constitute the meaningful version of HRM:
* a particular constellation of beliefs and assumptions;
* a strategic thrust informing decisions about people management
* the central involvement of line managers;
* reliance upon a set of ‘levers’ to shape the employment relationship.
Source : Strategic HRM. Michael Amstrong.2006
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