Report on STRATEGIC HUMAN RESOURCE MANAGEMENT

        In Hard model of SHRM, employees are considered as any other resource for the business. In terms of hard model, the control is associated with different aspects such as performance management, performance systems as well as strict management of individual and their relevant activities with the ultimate emphasis so that organization’s competitive advantage can be secured. The hard model asserts that the resources should be managed in a more vigorous manner.

        Workforce needs are identified and resources are managed accordingly. This theory has a strong focus on corporate business planning while communication between high and low levels is minimal. There is little empowerment or delegation with tall organizational structures and autocratic leadership style. The traditional management’s view and hard model do belong to each other, and the purpose of hard model is to control workplace environment by applying strict rules & regulations. The model emphasizes maximum output through a productive mean by exercising control.

    As per the assumption of Soft model, the organizational performance will increase with time if the employees show utmost commitment. As per soft model, the commitment of employees can only be generated when they are developed & trained, when they are trusted for their work, and when they have autonomous control of things to work in the organization. This model strongly proposes that employees must be taken as one of the most critical resources of the organization as they can help to gain competitive advantage. Each employee should be taken care of and their needs should be met by giving rewards and recognition. The workforce planning on long term basis should be the strategic focus with regular as well as strong two-way communication. When employees are provided with a competitive pay structure, then they feel empowered, and work well to take their responsibilities. Organizational structures are flatter with emphasis on a democratic style of leadership (Truss, Gratton, & Hope-Hailey, 1997)

        The theory X by McGregor is the basis of hard model, along with its economic model and given strategic control. On the other hand, commitment and consistency, both are key to manage resources, in other words Theory Y. There is certain distinction between the soft & hard model as suggested by the researchers, and both are different in terms of placing emphasis on resource or human resource. Soft Theory Y of McGregor and HRM, both focuses on the aspect of high commitment work systems, and aim of this system is to bring self regulated commitment and automatically brings out response in terms of performance without any other external pressure or control (Truss, Gratton, & Hope-Hailey, 1997)

    Soft HRM exercises flexible and adaptive methodologies with communication playing a vital role in management. A potential as well as conducive work environment is the aim of soft model, which allows human resources to work with efficacy & efficiency. As per the essence of this model, workers are inspired to do hard work. The hard model entails managerial control strategies which are consistent with the behavioral model, Theory X, which exercises control through strict monitoring. This relates to how the theory emphases on strategic direction, assimilation, and performance management of the workforce (Research Gate, 1999)

Following are some of the advantages and disadvantages of both models:

    In soft HR, a company looks at its employees as the most critical and valuable resources. They are treated as individuals, whose needs are met with required steps.

Soft HRM  Advantages on STRATEGIC HUMAN RESOURCE MANAGEMENT

A business can get help from Soft HRM to put up a status to be an ‘efficient’ employer. High-quality staff looks for to offer their recruits miscellaneous and out of the ordinary jobs and a chance to extend their skills & capabilities. The environment, conditions as well as salary on proposal are mainly satisfied and it is made sure by the employer that workers obtain regular instructions and training to polish their skills and improve endorsement prospects.

This policy can improve acquaintance and knowledge management within a company.

This approach may also extend a very resourceful and ingenious workforce.

Soft HRM Disadvantages on STRATEGIC HUMAN RESOURCE MANAGEMENT

A firm’s expenditures can be elevated as they require paying out for preparation, so that enthusiasm can be built and it also lets the workers to encompass the suppleness they entail.

The decision making and choice can be strenuous, because everyone desires to be regularly consulted; its consequence can be a failure for business opportunities that can direct to potential yield for corporation.

In Hard HRM, the employees are considered as a resource by the company, who can be used to achieve profits as well as efficiency. As compared to soft HRM, the employees’ needs and wants are not considered important elements.

Hard HRM  Advantages on STRATEGIC HUMAN RESOURCE MANAGEMENT

A company can get benefit from Hard HRM to become accustomed in size and symphony of their human resource to meet the needs of their patrons.

The major outcome of Hard HRM could be the lower expenditure, particularly in aspect of short term. Uses its workers with inferior skill level.

It permits the managers to get hold of manage over the workers and to operate operations as they require.

Hard HRM Disadvantages on STRATEGIC HUMAN RESOURCE MANAGEMENT

The labor income levels can be high.

The workforce can be less eager to work by this ‘hard’ technique for service

(Noon, 1994) (Blyton & Turnbull, 1994)

References on STRATEGIC HUMAN RESOURCE MANAGEMENT

Blyton, P., & Turnbull, P. (1994). Reassessing HRM. Sage Publications.

Hope, V. (1994). HRM and Corporate Cultural control: the limits to Commitment. Annual Conference of the British Academy of mangement, lanchaster University.

Legge, K. (1995). HRM: Rhetoric, Reality and Hidden agendas.

Noon, M. (1994). HRM, A map, model or theory?

Rao, M. (2016). Hard VS. Soft Leadership. Strategic Hr Review .

Research Gate. (1999). Soft And Hard Models of Human Resource Mangement.

Thompson, J. (1967). Organization in Action. In M. Hill, Organization in Action.

Tichy, N., Devanna, M., & Fombrun, C. (1984). Strategic HRM. Wiley, NY.

Truss, C. (1997). Soft and Hard Models of HRM. (L. Gratton, Ed.) Strategic HRM , 134-148.

Truss, C., Gratton, L., & Hope-Hailey, V. (1997, January). SOFT AND HARD MODELS OF HUMAN RESOURCE MANAGEMENT:A REAPPRAISAL. Journal of Management Sciences , 54-73.

Vaughan, E. (1994). The trial between sense and sentiment, A refelcetion of the language of HRM. Journal of General Management , 20-32.