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Essays on Modern Human Resources Models, Technical and Strategic Human Resource Management as Determinants of Firm Performance Assignment

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The paper “ Modern Human Resources Models, Technical and Strategic Human Resource Management as Determinants of Firm Performance” is a perfect example of an assignment on human resources. Traditional and modern organizations are different in times of the resources they value. Traditional organizations used to value financial capital, and physical resources such as land, buildings, and equipment. Therefore, they worked towards the accumulation of these resources. However, they believe that through these physical and financial resources provide a competitive advantage, they are useless if there are no human resources to drive them.

The resource-based view provides a very critical ethical rationale that illustrates the potential for human resources to be strategic assets in the firm (Becker & Huselid 2006, p. 900). Therefore, human resources are viewed as the most valuable assets. This is especially the case in the service industry where the success of a business is heavily reliant on the quality of the services offered by human resources. Any organization must manage the talent effectively for it to realize any success. How a firm treats its human resources and responds to their needs determined its success.

There are different ways in which organizations can view their employees. First, a firm can view its employees as objects to be used as a means to an end. On the other hand, it can view them as partners in business. Modern human resources models have become widespread because of the technological revolution and forces of globalization. Furthermore, they operate in an increasingly dynamic and competitive setting where there is instant communication. This means that organizations must create a human resource strategy that fits within the dynamic and competitive globalized environment.

Modern human resource models fall into two categories. These are hard versus soft and unitarist; versus pluralist human resource management. A model that was generated by the Harvard Business School is considered as the most influential human resource model in the modern organizational environment. This model sees employees as resources that cannot be treated the same way as other resources. The model outlines four main policy areas. First are the human resource steps and flows, which include practices such as selection, recruitment, appraisal, promotion, and even placement.

Secondly, the model offers reward systems. These include motivation tactics, compensation and pay systems. Thirdly, the model emphasizes is the influence of employees. These include power, responsibility, and delegation. Finally, it addresses the work systems. Work systems define and design work and alignment of people. Soft human resource management focuses on involving employees through communication, empowerment, consultation, and commitment. On the other hand, hard human resource management focuses on managerial and strategic focus and effective use of employees towards the achievement of objectives and goals of the organization. Unitarist human resource perspectives believe that organizations can meet the common interests of human resources and their employees.

The perspective also believes that commitment should be encouraged by the two parties so that they can work together using methods of inclusion and exclusion. On the other hand, a pluralist perspective holds that there is no way of avoiding conflict of interest between human resources and their employee. This perspective believes that for the human resources and the employer to realize the goals of an organization negotiation and conflict resolution perspectives need to be used.

Modern firms have fully integrated human resource management practices, which are involved in the process of strategic planning within the organization. Strategic human resource management is defined as a planned pattern of deploying human that enables an organization to achieve its strategic goals and objectives (Ngo, Lau & Foley 2008, p. 73).  

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