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Essay / Research Paper Abstract
This 11 page paper looks at whether or not human resource management can be used buy a firm as a strategic tool to add value to the firm in a strategic context. The paper discusses different soft and hard approaches to personnel management and HRM in order to help assess the potential strategic values of HRM. The bibliography cites 9 sources.
Page Count:
11 pages (~225 words per page)
File: TS14_TEStVaHRM.rtf
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Unformatted sample text from the term paper:
way service levels are provided as a source of differentiation, as seen with companies such as Disney, through research and development as seen with many high tech companies, including Microsoft
and Hewlett Packard or though the way the firm is set up and organized and uses physical resources which may lead to differentiation or cost advantages. Employees are involved in
either finding and/or realizing competitive advantages. With this in mind it ma be argued that in addition to many other aspect of business, the role of human resource management should
be considered in a strategic context, which can be utilized to support or even create strategic advantages. A number of theorists, such as McGregor, have argued that employees and managers
will respond differently to the various approaches. Therefore, different approaches to employee management are likely to result in a range of influences and divergent outcomes indicating its potential as a
strategic tool. To consider how this is can take place the first stage is to look at what is meant by human resource management, which may be argued as
more aligned to strategic management concepts than the traditional approach of personnel management. Traditionally the role of personnel management was one of a buffer between management
and employees, hardly a generally perceived influence and cause to the firms strategic approach and positioning. There has traditionally inherent conflict in the employee employer relationship in the west, especially
looking to the past and industrial functions; management and employees may have differing goals and needs. This can lead to conflict; the personnel manager was the buffer or a peace
keeper with the task of ensuring disputes were resolved, so even in the older models there may be some role in strategic terms, but not a proactive role. In
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