|
 



 
  
@ It would be nice to believe that all strategies
are products of an entirely objective thought
process.

@ People always base their decisions and actions

in line with the assumptions they make and the
values they hold, and that certainly applies to
management strategizing.

@ The same applies to how managers approach

their people related responsibilities.

@ Decisions about the people to hire and to train

and the leadership style reflect the culture and
HRM philosophy.
|
 

@ The concept of culture has been enriched by the work of

sociologists, organizational psychologists, management
consultants and others.
@ The ³category of people´ can be a nation, region, or
ethnic group (national culture), women versus men
(gender culture), old versus young (age group and
generation culture), a social class, a profession or
occupation (occupational culture), a type of business, a
work organization or part of it (organizational culture),
or even a family.

@ ³ Culture is the commonly held and relatively stable

beliefs, attitudes, and values that exist within the
organization´.
a
  
|
 
 

@ The original culture is derived from the

founders¶ philosophy
@ In turn, it strongly influences the criteria
used in hiring
@ The actions of the current top
management set the general climate of
what is acceptable behavior and what is
not
@ Socializing new employees to match their
values to those of the organizations
| 

   
|
 

@ u
 
   
. When
organizational participants interact with one
another, they use common language,
terminology, and rituals related to conduct

@ à

. Standards of behaviors exist,
including guidelines on how much work to do,
which in many organizations come down to
µdo not do too much; do not do too little´

@ ÷
  
 High product quality, low
absenteeism, and high efficiency
@ Ô 


 ·eliefs about how employees
and/or customers are to be treated.

@ V 
 Strict guidelines related to getting

along in the organization.

@ u 
  This is an overall
feeling that is conveyed by the physical
layout, the way participants interact, and
the way members of the organization
conduct themselves with customers and
other outsiders.
a



@ HRM Philosophy is the basic

assumptions that the managers
make about people in the
organization
± Can they be trusted? Do they dislike
work? Can they be creative? Why do
they act as they do?
The answers will reflect the basic HRM
philosophy of the manager.
 
  
 
@ Workers have an aversion to
work inherently
@ Workers may find a way to
postpone the work completion
in haziness
@ Workers may do the job half-
heartedly
@ Fear of punishment can
motivate the workers into action
@ The worker may know the
hazards of non-performance of
a work
@ No worker is ready to accept
any responsibility
@ There is a need for explaining
the consequences of being
inactive
@ The average human being
has the tendency to work. A
job is as natural just like a
play
@ Once the worker understands
the purpose of job, he may
extend his co-operation for
job completion
@ Worker can put in his best
efforts for the
accomplishment of
enterprise objectives early
@ Worker has self ±direction,
self ±motivation, self-
discipline and self-control
@ Workers are not interested
in achievement. They prefer
to maintain



management, the worker is
@ A worker prefers to be
directed by others,
@ Workers hate to improve
their efficiency. The reason
is that they fear losing their
present job
@ Worker is also one of the
factors of production and
does not deserve any
special treatment
@ Worker lacks integrity,
@ Worker avoids taking
decisions whenever
necessary.
@ If right motivation scheme is
prepared by the
ready to accept extra
responsibility
@ The existing worker has
competence to work and can
take right decisions
@ A worker expects
recognition of the successful
accomplishment of task
@ A worker may exhibit his
efficiency even for non-
monetary rewards such as
participation in decision-
making, increased
responsibility etc,
@ The potentialities of human
beings are not fully utilized
by any industry.
A
 
 a



@ The concept of HRM could be

regarded as a philosophy governing
how employees should be treated in
the interests of the organization. As
McGregor said in his X and Y theory,
Storey (1989) made a broad
distinction between two versions
named ³hard´ and ³soft´.
aA
 

@ This approach emphasizes the

quantitative, calculative, and
business-strategic aspects of
managing the HR in as ³rational´ a
way as for any other economic
factor. In this philosophy the worker
is regarded as a commodity. It
considers people as human capital
from which a return can be obtained
by investing judicially in their
development.
O A
 

@ This philosophy emphasizes

communication, motivation and
leadership. Storey (1989) described
soft version as ³treating employees
as valued assets, a source of
competitive advantage through
their commitment, adaptability and
high quality performance.
a



 
O

@ The HRM philosophy should be

included in the Mission Statement of
the business4 It states clearly how
the organization regards its human
resources, what role they play in
the overall success and how they
are to be treated and managed.
This statement is typically very
general, thus allowing interpretation
at more specific levels of action
within an organization.