Human Resource Management, business, Hard human resource management, Soft human resource management, self-direction, employee, work, organization, strategy, company, Amazon, Management, diversity, Microsoft, skill level, individual rights, Google, motivation, technology market, cooperative, objectives, IBM, services, products, strategic partner, Apple, globalization
The concept of Human Resource Management has many times been described as an idea with two distinct forms: hard and soft. The two forms have been opposed along several dimensions, and frequently get used by different commentators as strategic devices for categorization approaches in the management of people according to utilitarian-instrument or developmental-humanist principles. The two terms have nonetheless gained come currency: from a theoretical perspective, the underlying tensions and conflicts contained in the models have not gotten sufficiently understood and explored; from a practical point of view, the available empirical evidence suggests that neither term accurately project what happens within business organizations. The perspectives lead to the concept of the value of the dimensions for describing normative principles of Human Resource Management.
[...] Although explicitly acknowledging the dichotomy, involve both when it gets to the construction of Human Resource Management "theory" or "model." For instance, in the research carried out by Matsui (2015), the researcher draws on both soft and hard dimensions in the construction of the "theory" of Human Resource Management which involves reference to four Human Resource Management "policy goals" - including `commitment' - which gets associated with the perspective of the soft model, and `strategic integration' - which gets associated with the interpretation of the hard model. Therefore, Zeng (2015), acknowledges the difference between the assumptions and concepts of hard and soft Human Resource Management but ignores the distinction when focusing on the theory building. On a similar perspective, Legge (2014) identifies four crucial features of the Human Resource Management approach as involving both soft concepts such as commitment, and some hard principles such as strategic direction. [...]
[...] Bratton, J., Gold, J., Bratton, A., & Steele, L. (2021). Human resource management. Bloomsbury Publishing. Calvo-Mora, A., Picón, A., Ruiz, C., & Cauzo, L. (2014). The relationships between soft-hard TQM factors and key business results. International Journal of Operations & Production Management. [...]
[...] Human Resource Strategy of Amazon It stands to reason that any Human Resource strategy implemented by an organization may be negative or positive, inevitably having a profound impact on engaged workers. Depending on Human Resource tactics, business organizations may either demotivate or motivate engaged workers, discourage individuals from being getting dedicated to the success of their organization, or gain the loyalty of employees and sustain it. Amazon is certainly one of the organizations executing innovative approaches within its Human Resource choices, with one of the most considerable, yet unusual options, that the company recently suggested to its employee being the so-called offer (Zeng, Phan & Matsui, 2015). [...]
[...] Human Resource Strategy at Google Google has particularly been popular in the management of employees, fast-paced development environments, the value of employees, and the growth of individual careers. As a result, engaged employees within the organization have been sincere to the company's work environment; the company's employees work hard and look forward to seeing the company provide the best online services and products to consumers. The company has exceptionally honed its employee training and retention strategies, with the environment instilled within the organization supporting innovation and employees allowed a free hand so that they aid the organization in adopting new skills and improving technology (Cauzo et al., 2014). [...]
[...] Most of the time, Steve along with his colleagues spent a considerable amount of time developing the next products which became in demand to match other services and products which already proved successful. Jobs also made sure that the company kept in close contact with critical suppliers and the suppliers of the suppliers; the style of leadership was certainly a model to emulate and was one leadership style of Human Resource Management that propelled Apple to success. Conclusion The analysis of the Human Resource strategies across Google, Apple, Microsoft, IBM, and Amazon has indicated that no single business organization adopted either a hard or soft approach to Human Resource Management. [...]
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