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Essay / Research Paper Abstract
This 20 page paper looks at HRM strategies which are utilized in a large organization, such as the National Health Service in UK, and considers the way in which they may be improved utilizing modern HRM theories. The areas of consideration include general HR strategies, employee development, grievance handling, training and employment relations. The bibliography cites 20 sources.
Page Count:
20 pages (~225 words per page)
File: TS14_TEhrmappc.rtf
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Unformatted sample text from the term paper:
and to make the most of the resources that a firm has in order to remain competitive. One area of consideration should be human resource management, along with the policies
and strategies which are utilized to gain maximum productivity and input from the employees. By looking at different areas of HRM policies it is possible to consider how they may
be improved, looking at both theories and practice and the companies that may utilize them. The following may be applied to any organization where there are a large number of
employees with different skills, we will assume that this is to be applied to a healthcare organization. 2. HR Strategies Before looking at specific strategies it is advisable for
forms to consider the way that they will utilise their employees and the general approaches to HR strategy that will be adopted.
The way in which HRM is implemented including the tools which are utilised can be broken down into two basic models; the matching school and the resource-based view. The Matching
model, also known as the Michigan model is a hard approach to HRM. Here there is an approach that indicates HRM must be linked with the development and implementation of
any strategic choices made by the organisation. The model, developed by Fombrun, Tichy, Revanna (1984), has several assumptions (quoted in Sparrow and Hiltrop, 1992). This is an attractive model as
it assumes that employees and management are working towards the same goals and that there is no conflict within organisations (Sparrow and Hiltrop, 1992). For many HRM managers this is
an attractive model due to this apparent lack of conflict, and the way in which HRM is placed in the centre, rather than at the periphery of strategic planning (Sparrow
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