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论文作者:留学生论文论文属性:硕士毕业论文 thesis登出时间:2010-12-27编辑:anterran点击率:13161
论文字数:13542论文编号:org201012271202266666语种:英语 English地区:英国价格:免费论文
关键词:human resource managementhuman naturemanagerial control strategiessoft modelhard model
SOFT AND HARD MODELS OF HUMAN RESOURCE MANAGEMENT:
A REAPPRAISAL
ABSTRACT
代写英国硕士论文 Two of the most widely adopted models of human resource management are
the hard and soft versions.These are based on opposing views of human
nature and managerial control strategies.The hard model is based on notionsof tight strategic control,and an economic model of man according toTheory X,while the soft model is based on control through commitment andTheory Y.We argue that because these assumptions are so divergent,they
cannot both properly be incorporated within a single model of human resourcemanagement.
Eight in-depth case studies were carried out,involving questionnaires,
interviews and focus groups in order to?nd out whether organizations were
practising either form of HRM.We found that no pure examples of either
form existed.The paper concludes that the rhetoric adopted by the companiesfrequently embraces the tenets of the soft,commitment model,while thereality experienced by employees is more concerned with strategic control,similar to the hard model.This distinction between rhetoric and realityneeds to be taken into account in conceptualizations of human resource manage-ment.
Blackwell Publishers Ltd 1997.Published by Blackwell Publishers,108 Cowley Road,Oxford OX4 1JF,UKand 238 Main Street,Cambridge,MA 02142,USA.
Address for reprints:Catherine Truss,Kingston Business School,Kingston University,Kingston Hill,Kingston upon Thames,Surrey KT2 7LD,UK.INTRODUCTIONHuman resource management(HRM)has frequently been described as aconcept with two distinct forms:soft and hard.These are diametrically opposedalong a number of dimensions,and they have been used by many commentatorsas devices to categorize approaches to managing people according to develop-mental±humanist or utilitarian±instrumentalist principles(Legge,1995b).
The terms have gained some currency although,from a theoretical point of
view,the underlying conˉicts and tensions contained within the models have notbeen su?ciently explored and,from a practicalperspective,available empiricalevidence would suggest that neither model accurately represents what is happen-ing within organizations(Storey,1992;Wood,1995).This leads us to question
the value of these dimensions for de?ning normative forms of HRM.In this
paper,we?rst analyse the conˉicts and tensions both between and within thesoft and hard models,and then report on the?ndings of an in-depth empiricalstudy which will enable us to review and challenge the theoretical foundationsupon which the soft and hard models are based.
The soft±hard dichotomy in HRM exists primarily within normative models ofhuman resource management,rather than in what Legge(1995b)terms the
descriptive±functional or critical±evaluative traditions.The earliest exampleswhere this terminology is used are in the work of Guest(1987)and Storey(1987,1992).Guest(1987),in seeking to de?ne HRM,identi?es two dimensions,soft±hard and loose±tight.Similarly,Storey(1992)plots existing interpretations ofHRM along the two dimensions of soft±hard and weak±strong.Although thesetwo commentators draw heavily on the work of American HRM academics indrawing a distinction between the two forms±the Harvard model for the softversion(Beer et al.,1985)and the Michigan model for the hard version(Fombrun et al.,1984±the terms soft and hard have not been used in theAmerican literature,and the debates surrounding them have taken place exclu-s本论文由英语论文网提供整理,提供论文代写,英语论文代写,代写论文,代写英语论文,代写留学生论文,代写英文论文,留学生论文代写相关核心关键词搜索。