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Hard and soft approach to HRM
This document discusses the hard and soft approaches to human resource management (HRM). The hard approach views employees as resources and focuses on hiring, moving, and firing them. It uses autocratic leadership, minimal communication, and formal appraisals. The soft approach sees employees as the most important resource and source of competitive advantage. It uses democratic leadership, open communication, team cohesiveness, and appraisals focused on development. The document concludes that both approaches can be useful depending on the situation and employees of the organization.
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Hard and soft approach to HRM
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- 2. HARD Approach • Employeesare simply resources of the business • Instrumental approach toward managing employees. • HARD HRM = stresses `the quantitative, calculative and business-strategic,task aspects
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- 4. Features • Taller OrganizationalStructures • Hierarchical • Command and Control • No delegation of authority
- 5. Leadership • Autocratic LeadershipStyle • Employees are only instructed on how to do their job, rather than taking part in decision making
- 6. Training And Development •Designed on current job requirement • Based on responding to current needs • Initiated by HR/Top management • Emphasizes productivity needs
- 7. Appraisals • Judgmental appraisal •Evaluation process is informal • Evaluation process is on-going • Evaluated as individuals • Evaluation used for reward and remedial
- 8. Pay – enoughto recruit and retain enough staff • Std and Fixed package • Employees feel job is secure • Wage adjustment based on seniority • Salary determined by market rates
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- 10. Soft HRM Approach •Employees are the most important resource • Source of competitive advantage • SOFT HRM = People-Focused / High-Commitment
- 11. “Train your EmployeeEnough Train them so much So that anybody can pay them Double Salary Of what you are giving them “ 2 Richard Branson Theory “ Treat them well Enough So they don’t want to Leave “
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- 13. Features • Few layers •Shared Culture • Two-Way Communication
- 14. Team Cohesiveness • Employeestrust each other • Employees work as a team • Encourage to learn each others tasks • Organization is relationship oriented • Supervisors help to build cohesive team • Employees assist each other
- 15. Work Environment • Workingenvironment is of trust and warm • Employees have influence at workplace • Environment is amiable • Comfortable rest and recreation areas • Supervisor is approachable
- 16. Communication Flow • Employeesappreciate management giving accurate information • Explanation on importance of tasks • Employees briefed on development plans • Open communication with supervisors • Regular feedback on performance
- 17. Democratic Leadership • Opinionsare asked, consulted
- 18. • Appraisal Systemfocuses on identifying Training and Development needs. • Pay and Performance related Rewards
- 19. Employees promoted from withinwhenever possible Promoted from within, internal vacancy Succession Planning
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- 21. Based on Attitudeand Integration with Team
- 22. Which is best?Soft or Hard HRM? “ It Depends.”
- 23. HARD HRM 23 1. Usefulwhen Management have Expertise 2. Quicker Decision Making 3. Cost Effective Leads to 1. Poor Employee Relation 2. Job Hopper/Staff Turnover 3.Less Successful Recruitment
- 24. Soft HRM • Usefulwhen employees are experienced • Employee Loyalty • Use of Skill • Decision making needs more time • Costly Approach Leads to RS.
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- 27. We practice Soft HRM Ofthe people By the people For the people
- 28. Nepal Perspective HARD HRM •Banking Industry • Private Company SOFT HRM • Public Service Commission • NGO/INGO
- 29. Conclusion So We CanSay, Situation of an Organization & Behaviour of the Employees Convey Steward Which is the Best Fitted to Follow !!!
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Editor's Notes
- #3 stresses `the quantitative, calculative and business-strategic aspects
- #5 Command and Control model
- #6 Issue order and not negotiable, must be carried out
- #7 Aimed to achieve org objectives
- #9 Utilize employee as cheaply as possible, utilize at full capacity
- #11 Soft HRM is associated with the human relations movement, the utilization of individual talents and McGregor's Theory Y per- spective on individuals (developmental±humanism). (PDF) Soft and Hard Models of Human Resource Management: A Reappraisal. Available from:.
- #13 Needs of employee, training n development, participation, job satisfaction
- #18 Stm employee come with ideas that mgmt. has missed or has not thought.
- #23 Depends on philosophy of mgmt. Depends on goal and vision of org. Depends on executives personality traits
- #24 Employee are not given authority to participate in D.M so fast. Pay Mininum, low training and development cost Employees are not valued, respect Don’t feel part of organization, constantly they look for better opportunity They don’t look for wider test and capability they just look whether is able to perform job or not
- #25 Costly -- [higher pay, performance-related incentives] More opinions are taken in count and more people are consulted