Customer Reviews

Business Driven Human Resource Management

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"A strategic approach to Human Resource Management (HRM) has great appeal and, it could be argued, is at the heart of the difference between modern HRM and traditional personnel management. Unfortunatelly, the lesson from much of the research, and my own experience in and observations of a large number of organizations is that, although the idea is seen as attractive, it is much harder to do than to say...Many of the books available deal more with the concept than the detail of how to make it work, and this is valuable in gaining awareness, but is of little help to the HR practitioner who has to apply the concept in a particular organization...The main aim of this book is to help with the 'how,' as well as giving some space to the 'why.' The how is reinforced by some case studies, chosen to illustrate the good and the bad, and includes specific approaches to the whole scope of HRM. It offers detailed step by step approaches, checklists of things to consider, and suggestions that aid the application of the ideas. The whole is reinforced with summaries of some of the key recent research findings about what organizations actually do. It is not part of my argument to suggest that no organizations have a business driven approach to HRM, and if this were the case I should feel confident in my own advice, and would be able to offer no positive case studies" (from the Introduction).

In this context, in his book, D.E.Hussey:

* explores practical approaches with case studies and examples that will enable an organization to apply a business driven approach to HRM.

* refutes the following myths about HRM:

- If the top HR manager is on the Board, this is enough to ensure that HRM is business driven.

- If HRM is allowed to be proactive when new corporate strategies are considered, this automatically means that all HRM activities will become business driven.

- Doing things right automatically meams that we are doing the right things: therefore it is enough to apply good professional practice.

- Because new HR policies and procedures take a lot of time and effort to implement, they will have a long shelf life.

- Evaluation and performance measures are too difficult and expensive for HRM activities, and HRM does not need to be subject to such disciplines.

- In any case it is not possible to evaluate the results of many HRM actions which should be treated as acts of faith.

- Every action we take in HRM is with a concern for the interest of the organization, which means that we are business driven.

- Line management know that HRM is a valuable, value adding strategic partner which plays an irreplaceable role in the management of the organization.

Finally, he says that "I hope that the book will play a part in helping HRM to be a major force in organizational success. At the least, I hope it will make a contribution to thinking that will encourage others to work on the issue. It will be even better if it helps your organization to develop a business driven approach."

Highly recommended.

"A strategic approach to Human Resource Management (HRM) has great appeal and, it could be argued, is at the heart of the difference between modern HRM and traditional personnel management. Unfortunatelly, the lesson from much of the research, and my own experience in and observations of a large number of organizations is that, although the idea is seen as attractive, it is much harder to do than to say...Many of the books available deal more with the concept than the detail of how to make it work, and this is valuable in gaining awareness, but is of little help to the HR practitioner who has to apply the concept in a particular organization...The main aim of this book is to help with the 'how,' as well as giving some space to the 'why.' The how is reinforced by some case studies, chosen to illustrate the good and the bad, and includes specific approaches to the whole scope of HRM. It offers detailed step by step approaches, checklists of things to consider, and suggestions that aid the application of the ideas. The whole is reinforced with summaries of some of the key recent research findings about what organizations actually do. It is not part of my argument to suggest that no organizations have a business driven approach to HRM, and if this were the case I should feel confident in my own advice, and would be able to offer no positive case studies" (from the Introduction).

In this case, in his book, D.E.Hussey:

* explores practical approaches with case studies and examples that will enable an organization to apply a business driven approach to HRM.

* refutes the following myths about HRM:

- If the top HR manager is on the Board, this is enough to ensure that HRM is business driven.

- If HRM is allowed to be proactive when new corporate strategies are considered, this automatically means that all HRM activities will become business driven.

- Doing things right automatically meams that we are doing the right things: therefore it is enough to apply good professional practice.

- Because new HR policies and procedures take a lot of time and effort to implement, they will have a long shelf life.

- Evaluation and performance measures are too difficult and expensive for HRM activities, and HRM does not need to be subject to such disciplines.

- In any case it is not possible to evaluate the results of many HRM actions which should be treated as acts of faith.

- Every action we take in HRM is with a concern for the interest of the organization, which means that we are business driven.

- Line management know that HRM is a valuable, value adding strategic partner which plays an irreplaceable role in the management of the organization.

Finally, he says that "I hope that the book will play a part in helping HRM to be a major force in organizational success. At the least, I hope it will make a contribution to thinking that will encourage others to work on the issue. It will be even better if it helps your organization to develop a business driven approach."

Highly recommended.

This work explores both the why and how of linking human resource management to the strategy of the business. The author discusses strategic management, provides a model for business driven HRM, presents examples, covers research, and delves into underlying competencies and the role of management development. The book includes a questionnaire for assessing the HRM activity. Excellent perspective and a good model.