Human resource management strategy
Introduced| English | Meaning |
|---|---|
| soft HRM/sɒft ˌeɪtʃ ɑː ˈem/ | An approach to managing employees that emphasises development, commitment, participation and their value to the organisation. |
| hard HRM/hɑːd ˌeɪtʃ ɑː ˈem/ | An approach to managing employees that emphasises workforce planning, performance control and labour costs. |
| resource/rɪˈzɔːs/ | An input, asset or source of support that can be used to meet needs or achieve an objective. |
| assets/ˈæsets/ | Resources owned or controlled by a person or organisation that are expected to provide value or future benefits. |
| retention/rɪˈtenʃn/ | Keeping employees in an organisation rather than losing them through departures. |
| trade unions/treɪd ˈjuːnɪənz/ | Organisations of workers that represent members' interests and negotiate with employers. |
| collective bargaining/kəˈlektɪv ˈbɑːɡɪnɪŋ/ | Negotiation between employers and workers' representatives over pay, conditions and other terms of employment. |
| industrial action/ɪnˈdʌstrɪəl ˈækʃn/ | Collective action by workers intended to influence employment conditions, such as a strike or work-to-rule. |
| negotiation/nɪˌɡəʊʃɪˈeɪʃn/ | Discussion aimed at reaching an agreement between parties with different interests. |
| consultation/kɒnsəlˈteɪʃn/ | consultation |
Managing people as a strategy
- Hiring and firing is day-to-day HR. Deciding how the whole firm treats its people is HR strategy.
- The approach a firm takes shapes its culture, costs and performance.
Human resources decision lab
Classify HR actions by the job they do inside the workforce.
Hard HRM treats employees primarily as:
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Hard HRM views labour as a cost/resource.
Soft HRM is most associated with:
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Soft HRM develops people as valued assets.
The HRM approach that treats people as valued assets to develop is ______ HRM.
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Soft HRM invests in people; hard HRM minimises labour cost.
Hard vs soft HRM 软性人力资源管理
- Hard HRM 硬性人力资源管理: treats labour as a resource 资源 to be used efficiently — tight control, pay as a cost.
- Soft HRM: treats people as valued assets 资产 to be developed — training, empowerment, involvement.
Managing people strategically: leadership style shapes how a workforce performs
Negotiation of pay and conditions between a union and an employer is:
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Collective bargaining negotiates on behalf of many workers.
Good employer-employee relations can raise motivation and retention.
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Strong relations improve performance and reduce turnover.
Employer-employee relations
- Good relations raise motivation, productivity and retention 员工保留.
- Trade unions 工会 represent workers collectively; collective bargaining 集体谈判 negotiates pay and conditions.
Managing change and conflict
- Disputes can lead to industrial action 劳工行动 (strikes, work-to-rule) — costly for both sides.
- Resolving conflict through negotiation 谈判 and consultation 协商 protects the business.
Soft HRM costs more up front but can pay back. Investing in training and involvement raises costs now, but often lifts productivity, quality and retention — frequently outperforming a pure cost-cutting (hard) approach.
You've got it
- hard HRM treats labour as a cost/resource; soft HRM treats people as valued assets
- good employer-employee relations lift motivation and retention
- trade unions bargain collectively; resolve conflict by negotiation and consultation