Performance Management in a Human Resources Framework

Performance Management in a Human Resources Framework Introduction The purpose of this assignment to is to consider Performance Management in a Human Resources Framework. Firstly, the assignment will look at the concept of ‘Human Resources Management’ as a holistic strategic approach to managing the relationship between employer and employee that goes beyond the bounds of mere ‘Personnel Management’. Secondly, in light of the statement from Cooke and Armstrong (1990, cited in Rudman, 2002) that â€Å"Human resources strategies exist to ensure that the culture, values and structure of the organisation and the quality, motivation and commitment of its members contribute fully to the achievement of its objectives† (p.7), I will examine the†¦show more content†¦Several authors (McGraw, 1997; Rudman, 2002) compare the differences between PM and HRM, largely with PM directed at the needs of employees and focused on solving day-to-day problems and mediation, as opposed with HRM primarily directed at the needs of management. McGraw (1997) lists twenty-seven points of difference between PM and HRM across four dimensions: beliefs and assumptions; strategic aspects; line management and key levers (p.20). The emphasis in such comparisons shows HRM is focussed towards the management planning that integrates the organisation’s strategic direction and to monitoring the personnel functions carried out by line managers. The priority for management in employing HRM approaches lies with the mission and values of the whole organisation and its long-term objectives (Macky Johnson, 2000). Macky and Johnson (2000) reveal there are three distinct themes evident in the HRM approach. The first emphasises the need to ‘integrate a firm’s HR practices into a coherent system’ (p.6). The second, seeks to ensure there is more to HR activities than systems that work together (â€Å"horizontal fit†), there also needs to be present â€Å"a clear link between HR processes and a firm’s strategy for success (‘vertical fit’)† (p.7). Thirdly, that â€Å"employees in themselves can be a source of sustained competitive advantage† (p.7). 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