Skip to main content
SpringerLink
Log in
Book cover

MBA pp 77–103Cite as

Human Resource Management: An Operational Perspective

  • Chapter
  • First Online:

Part of the book series: Management and Industrial Engineering ((MINEN))

Abstract

The main aim of this chapter is to give some ideas about the relevance of human resource management (HRM) in nowadays organizations, with a special emphasis in the operational perspective of HRM. So, and beginning with a glance about the evolution and concepts, giving relevance to the transition from personnel management to HRM, the chapter follows with the discussion of some of the challenges presented to this management and the presentation of the main policies and practice of HRM that can be developed by the different types of organizations.

This is a preview of subscription content, log in via an institution.

Chapter
USD   29.95
Price excludes VAT (USA)
  • Available as PDF
  • Read on any device
  • Instant download
  • Own it forever
eBook
USD   129.00
Price excludes VAT (USA)
  • Available as EPUB and PDF
  • Read on any device
  • Instant download
  • Own it forever
Softcover Book
USD   169.99
Price excludes VAT (USA)
  • Compact, lightweight edition
  • Dispatched in 3 to 5 business days
  • Free shipping worldwide - see info
Hardcover Book
USD   169.99
Price excludes VAT (USA)
  • Durable hardcover edition
  • Dispatched in 3 to 5 business days
  • Free shipping worldwide - see info

Tax calculation will be finalised at checkout

Purchases are for personal use only

Learn about institutional subscriptions

Notes

  1. 1.

    It was Peter Drucker who, in 1954, in the book “The Practice of Management”, for the first time had characterized the concept of “management by objectives”.

References

  1. Armstrong M (ed) (1995) Strategies for human resource management. A total business approach. Coopers & Lybrand, Kogan Page, London

    Google Scholar 

  2. Robbins SP (1991) Management, 3rd edn. Prentice-Hall, Englewood

    Google Scholar 

  3. Hellriegel D, Slocum JW (1993) Management, 6th edn. Addison-Wesley Publishing Company, Reading, Massachusetts

    Google Scholar 

  4. Anthony WP, Perrewé PL, Kacman KM (1996) Strategic human resource management, 2nd edn. The Dryden Press, Harcourt Brace College Publishers, USA

    Google Scholar 

  5. Taylor F (1911) Principles of scientific management. Harper & Row, New York

    Google Scholar 

  6. Gilbreth FB, Gilbreth LM (1914) Applied motion study. Sturgis and Walton, New York

    Google Scholar 

  7. Fayol H (1925) Administration industrielle et générale. Dunod, Paris

    Google Scholar 

  8. Weber M (1946) From Max Weber: essays in sociology. Oxford University Press, London

    Google Scholar 

  9. Hodgetts RM, Kroeck KG (1992) Personnel and human resource management. The Dryden Press, Harcourt Brace Jovanovich College Publishers, USA

    Google Scholar 

  10. Robbins SP (1991) Organizational behavior. Concepts, controversies and applications, 5th edn. Prentice-Hall International Editions, Englewood Cliffs

    Google Scholar 

  11. Luthans F (1995) Organizational behavior, 7th edn. McGraw-Hill, New York

    Google Scholar 

  12. Hendry C (1995) Human resource management: a strategic approach to employment. Contemporary Business Series, Butterworth-Heinemann Ltd, Oxford

    Google Scholar 

  13. Beaudwell I (2001) An introduction to human resource management: strategy, style or outcome. In: Beaudwell I, Holden L (eds) Human resource management: a contemporary approach, 3rd edn. Financial Times, Prentice-Hall, Harlow, pp 4–31

    Google Scholar 

  14. Mabey C, Salaman G, Storey J (eds) (2002) Strategic human resource management. Sage Publications, London

    Google Scholar 

  15. Carnegie D (1936) How to win friends and influence people. Harper & Row, New York

    Google Scholar 

  16. Maslow A (1943) A theory of human motivation. Psychol Rev 50:370–396

    Article  Google Scholar 

  17. McGregor D (1960) The human side of enterprise. McGraw-Hill, New York

    Google Scholar 

  18. Drucker PF (1954) The practice of management. Harper & Row, New York

    Google Scholar 

  19. Herzberg F (1966) Work and nature of man. World, Cleveland

    Google Scholar 

  20. McClelland DC (1987) Human motivation. Cambridge University Press, Cambridge

    Google Scholar 

  21. Perrow C (1970) Organization analysis: a sociological view. Tavistock, London

    Google Scholar 

  22. Pfeffer J (1981) Power in organizations. Pitman, Marshifield

    Google Scholar 

  23. Liu M (1984) Approach socio-technique de l’organization. Les Éditions D’Organisation, Paris

    Google Scholar 

  24. Beaumont PB (1994) Human resource management. Key concepts and skills. Sage Publications, London

    Google Scholar 

  25. Brewster C (1994) European HRM. Reflection of, or challenge to, the American concept? In: Kirkbride PS (ed) Human resource management in Europe. Perspectives for the 1990s. Routledge, London, pp 56–89

    Google Scholar 

  26. Cardoso CC (1998) O conceito e as práticas de gestão de recursos humanos: evolução, perspectivas e controvérsias. Série Documentos de Trabalho. DT Nº 21/98 – GAP, Escola de Economia e Gestão, Universidade do Minho

    Google Scholar 

  27. Guest D (1987) Human resource management and industrial relations. J Manage Stud 24(5):503

    Article  Google Scholar 

  28. Torrington D (1998) Crisis and opportunity in HRM. The challenge for the personnel function. In: Sparrow P, Marchington M (eds) Human resource management. The new agenda. Financial Times, Pitman Publishing, London, pp 23–36

    Google Scholar 

  29. Martell K, Carroll SJ (1995) How strategic is HRM? Hum Res Manage 34(2):253–267

    Article  Google Scholar 

  30. Budhwar PS (2000) Evaluating levels of strategic integration and development of human resource management in the UK. Pers Rev 29(2):141–157

    Article  Google Scholar 

  31. Mabey C, Salaman G, Storey J (2002) Strategic human resource management: the theory of practice and the practice of theory. In: Mabey C, Salaman G, Storey J (eds) Strategic human resource management. Sage Publications, London, pp 1–13

    Google Scholar 

  32. Khatri NJ, Budhwar PS (2002) A study of strategic HR issues in an Asian context. Pers Rev 31(1/2):166–188

    Article  Google Scholar 

  33. Schuler RS (1992) Linking the people with the strategic needs of the business. Organ Dyn 4:18–32

    Article  Google Scholar 

  34. Brewster C, Larsen HH (1992) Human resource management in Europe: evidence from ten countries. Int J Hum Res Manage 3(3):409–433

    Article  Google Scholar 

  35. Brewster C, Larsen HH (1993) Human resources management in Europe: evidence from ten countries. In: Hegewisch A, Brewster C (eds) European development in human resource management. Kogan Page, The Cranfield Management Research Series, London, pp 126–148

    Google Scholar 

  36. Goshal S (2003) Liderança política e económica deve criar capacidade de sonhar. Semanário Económico. Primeiro Plano. (interview to Sumantra Goshal, by Luísa Rego and Maria Miguel Ferreira), 17 Apr 2003, pp 6–7

    Google Scholar 

  37. Shaeffer R (1989) Matching international business growth and international management development. Hum Res Plann 12(1):29–35

    Google Scholar 

  38. Noe RA, Hollenbeck JR, Gerhart B, Wright PM (2000) Human resource management: gaining a competitive advantage, 3rd edn. McGraw-Hill, International Editions, Boston

    Google Scholar 

  39. Fisher CD, Schoenfeldt LF, Shaw JB (1993) Human resource management, 2nd edn. Houghton Mifflin Company, International Student Edition, Boston

    Google Scholar 

  40. Mueller F (2002) Human resources as strategic assets: an evolutionary resource-based theory. In: Mabey C, Salaman G, Storey J (eds) Strategic human resource management. Sage Publications, London, pp 152–169

    Google Scholar 

  41. Huselid MA (2002) The impact of human resource management practices on turnover, productivity, and corporate financial performance. In: Mabey C, Salaman G, Storey J (eds) Strategic human resource management. Sage Publications, London, pp 104–127

    Google Scholar 

  42. Newton T, Findlay P (2002) Playing God? The performance of appraisal. In: Mabey C, Salaman G, Storey J (eds) Strategic human resource management. Sage Publications, London, pp 128–143

    Google Scholar 

  43. Storey J, Sisson K (2002) Performance-related pay. In: Mabey C, Salaman G, Storey J (eds) Strategic human resource management. Sage Publications, London, pp 144–151

    Google Scholar 

  44. Guest D (2002) Human resource management, trade unions and industrial relations. In: Mabey C, Salaman G, Storey J (eds) Strategic human resource management. Sage Publications, London, pp 237–250

    Google Scholar 

  45. Kovács I (1992) Novas tecnologias, recursos humanos, organização e competitividade. In: Kovács et al (eds) Sistemas flexíveis de produção e reorganização do trabalho. Lisboa, CESO I&D and PEDIP, pp 17–67

    Google Scholar 

  46. Bahrami H (2002) The emerging flexible organization: perspectives from Silicon Valley. In: Mabey C, Salaman G, Storey J (eds) Strategic human resource management. Sage Publications, London, pp 185–199

    Google Scholar 

  47. Atkinson J (1984) Manpower strategies for flexible organisations. Pers Manage 28–31

    Google Scholar 

  48. Atkinson J (1987) La flexibilité de l’emplois sur les marchés internes et externes de travail. In: Dahrendorf R, Kohler E, Piotet F (eds) Nouvelles formes de travail et activité. Dublin, Fundation Européenne pour l’Amélioration des Conditions de Vie et Travail, pp 3–31

    Google Scholar 

  49. Brewster C, Hegewisch A, Mayne L (1994) Flexible working practices. The controversy and the evidence. In: Brewster C, Hegewisch A (eds) Policy and practice in european human resource management. The Price Waterhouse Cranfield Survey, Routledge, London, pp 168–193

    Google Scholar 

  50. Brewster C, Mayne L, Tregaskis O (1997) Flexible working in Europe: a review of the evidence. Manage Int Rev, J Int Bus 37:85–103

    Google Scholar 

  51. Edwards P, Wright M (1998) HRM and commitment—a case study of team-working. In: Sparrow P, Marchington M (eds) Human resource management. The New Agenda. Financial Times, Pitman Publishing, London, pp 272–285

    Google Scholar 

  52. Wood S, Albanese MT (1995) Can we speak of high commitment management on the shopfloor? J Manage Stud 32(2):215–247

    Article  Google Scholar 

  53. Solomon C (1989) The corporate response to workforce diversity. Pers J 42–53

    Google Scholar 

  54. Overman S (1991) Managing the diverse workforce. Hum Res Mag 36(4):32–36

    Google Scholar 

  55. Brewster C, Hegewisch A (1993) Personnel management in Europe: a continent of diversity. Pers Manage 25(1):36–40

    Google Scholar 

  56. Hopkins WE (1997) Ethical dimensions of diversity. Sage Publications (Sage Series on Business Ethics), Thousand Oaks

    Google Scholar 

  57. Barnes C (1992) Disability and employment. Pers Rev 21(6):55–73

    Article  Google Scholar 

  58. Millward N, Woodland S (1995) Gender segregation and male/female wage differences. Gend Work Organ 2(3):125–139

    Article  Google Scholar 

  59. Jacobs JA, Steinberg RJ (1995) Further evidence on compensation differentials and the gender gap in wages. In: Jacobs JA (ed) Gender inequality at work. Sage Publications, Thousand Oaks, pp 93–124

    Google Scholar 

  60. O’Leary VE, Ickovics JR (1992) Cracking the glass ceiling: overcoming isolation and alienation. In: Sekaran U, Leong FTL (eds) Womanpower. Managing in times of demographic turbulence. Sage Publications, Newbury Park, pp 7–30

    Google Scholar 

  61. Snizek WE, Neil CC (1992) Job characteristics, gender stereotypes and perceived gender discrimination in the workplace. Organ Stud 13(3):403–427

    Article  Google Scholar 

  62. Jacobs JA (ed) (1995) Gender inequality at work. Sage Publications, Thousand Oaks

    Google Scholar 

  63. Stone P (1995) Assessing gender at work: evidence and issues. In: Jacobs JA (ed) Gender inequality at work. Sage Publications, Thousand Oaks, pp 408–423

    Google Scholar 

  64. York KM (1989) Defining sexual harassment in workplace: a policy-capturing approach. Acad Manage J 32(4):830–850

    Article  Google Scholar 

  65. Miller P (2002) Strategy and the ethical management of human resources. In: Mabey C, Salaman G, Storey J (eds) Strategic human resource management. Sage Publications, London, pp 30–45

    Google Scholar 

  66. Hiltrop J, Janssens M (1990) Expatriation: challenges and recommendations. Eur Manage J 8(1):19–26

    Article  Google Scholar 

  67. Brewster C (1991) The management of expatriates. Kogan Page, London

    Google Scholar 

  68. Dowling P, Schuler R, Welch D (1994) International dimension of human resource management, 2nd edn. Wadsworth Publishing Company, California

    Google Scholar 

  69. Caligiuri P, Stroh L (1995) Multinational corporation management strategies and international human resource practices: bringing IHRM to the bottom line. Int J Hum Res Manage 6(3):494–507

    Article  Google Scholar 

  70. Brewster C et al (1996) Comparative research in human resource management: a review and an example. Int J Hum Res Manage 7(3):585–604

    Article  Google Scholar 

  71. Holden L (1996) HRM and employee involvement in Britain and Sweden: a comparative study. Int J Hum Res Manage 7(1):59–81

    Article  MathSciNet  Google Scholar 

  72. Jacques R (2002) Managing for the next century—or the last? In: Mabey C, Salaman G, Storey J (eds) Strategic human resource management. Sage Publications, London, pp 269–279

    Google Scholar 

  73. Sparrow P, Marchington M (1998) Re-engaging the HRM function. Rebuilding work, trust and voice. In: Sparrow P, Marchington M (eds) Human resource management. The new agenda. Financial Times, Pitman Publishing, London, pp 296–313

    Google Scholar 

  74. Mathis RL, Jackson JH (2008) Human resource management. South Western Cengage Learning, Mason

    Google Scholar 

  75. Melo P, Machado C (2015) Gestão de recursos humanos nas pequenas e médias empresas: contextos, métodos e aplicações. RhEditora, Lisboa

    Google Scholar 

  76. Carrel MR, Elbert NF, Hatfield RD (1995) Human resource management: global strategies for managing a diverse work force. Prentice Hall, London

    Google Scholar 

  77. Gomes JF, Cunha MP, Rego A, Cunha RC, Cabral-Cardoso C, Marques CA (2008) Manual de gestão de pessoas e capital humano. Edições Sílabo, Lisboa

    Google Scholar 

  78. Gómez-Mejia LR, Balkin DB, Cardy RL (1995) Managing human resources. Prentice-Hall, Englewood Cliffs, NJ

    Google Scholar 

  79. Anthony PA, Perrewé PL, Kacmar KM (1993) Strategic human resource management. The Dryden Press, Fort Worth, TX

    Google Scholar 

  80. Cardon SM, Stevens CE (2004) Managing human resources in small organizations: What do we know? Hum Res Manage Rev 14:295–323

    Google Scholar 

  81. De Ketele J-M, Chastrette M, Cros D, Mettelin P, Thomas J (1988) Guia do formador. Instituto Piaget, Lisboa

    Google Scholar 

  82. Kirkpatrick D (1998) Evaluation of training programs: the four levels. Berret-Koehler, San Francisco

    Google Scholar 

  83. Armstrong M (1984) A handbook of personnel management practice, 2a edn. Kogan Page, London

    Google Scholar 

  84. Caetano A (1999) Avaliação de desempenho: metáforas, conceitos e práticas. RH Editora, Lisboa

    Google Scholar 

  85. Dessler G (1994) Human resource management, 6ª edn. Prentice Hall, Upper Saddle River

    Google Scholar 

  86. Cascio WF (2015) Managing human resources: productivity, quality of work life, profits, 10th edn. McGraw-Hill, NY

    Google Scholar 

  87. Carlson DS, Upton N, Seaman S (2006) The impact of human resource practices and compensation design on performance: an analysis of family-owned SMEs. J Small Bus Manage 44(4):531–543

    Article  Google Scholar 

  88. Câmara PB, Guerra PB, Rodrigues JV (2007) Novo Humanator: Recursos humanos e sucesso empresarial. Publicações D. Quixote, Lisboa

    Google Scholar 

Download references

Author information

Authors and Affiliations

  1. Department of Management, School of Economics and Management, University of Minho, Campus Gualtar, 4710-057, Braga, Portugal

    Carolina Feliciana Machado

Authors
  1. Carolina Feliciana Machado
    View author publications

    You can also search for this author in PubMed Google Scholar

Corresponding author

Correspondence to Carolina Feliciana Machado .

Editor information

Editors and Affiliations

  1. University of Minho, Braga, Portugal

    Carolina Machado

  2. Department of Mechanical Engineerin, University of Aveiro, Aveiro, Portugal

    J. Paulo Davim

Appendices

6   Review Questions (True or False)

  1. 1.

    HR decisions are among the more difficult, but also the more relevant decisions that organizations need to take as they affect the organization future but also the employees own life.

  2. 2.

    There are many challenges that progressively are being posed to HRM , namely in what concerns the emphasis posed in teamwork, flexibility , the employees involvement , as well as in the organizational commitment .

  3. 3.

    Job analysis focuses particularly to the relevant issues related to the job execution, and in a marginal way the qualifications that employees need to pursue in order to develop their functions.

  4. 4.

    HR planning is useful to establish the number and qualifications of the employees that the organization needs in order to reach its strategic objectives, as well as the actions that are necessary to be developed in order to obtain them in due time.

  5. 5.

    Recruitment can be seen as a set of technics and processes that look to select candidates potentially qualified and capable to occupy and develop different functions in the organization.

  6. 6.

    Very objective in its nature, interviews correspond to a selection method with a high practical application.

  7. 7.

    Jointly with the orientation also the socialization process occurs, which is seen as the process under which the new employee learn about the value system, the organization rules, norms, and the behavior standards that are required by the organization or the work group.

  8. 8.

    HR training and development process is characterized by three steps, namely identification of training needs, implementation and execution of the training programs, and evaluation of training results.

  9. 9.

    Performance appraisal process allows the organization managers to know the employees value, excellence, qualities, and competences .

  10. 10.

    Merit payment is seen as an effective system to reinforce the desired behaviors.

Answers to the Review Questions

  1. 1.

    (True—see section 2)

  2. 2.

    (True—see section 3)

  3. 3.

    (False—see section 4.1)

  4. 4.

    (True—see section 4.2)

  5. 5.

    (False—see section 4.3)

  6. 6.

    (False—see section 4.4)

  7. 7.

    (True—see section 4.5)

  8. 8.

    (False—see section 4.6)

  9. 9.

    (True—see section 4.7)

  10. 10.

    (True—see section 4.8)

Rights and permissions

Reprints and permissions

Copyright information

© 2016 Springer International Publishing Switzerland

About this chapter

Cite this chapter

Machado, C.F. (2016). Human Resource Management: An Operational Perspective. In: Machado, C., Davim, J. (eds) MBA. Management and Industrial Engineering. Springer, Cham. https://doi.org/10.1007/978-3-319-28281-7_3

Download citation

  • DOI: https://doi.org/10.1007/978-3-319-28281-7_3

  • Published:

  • Publisher Name: Springer, Cham

  • Print ISBN: 978-3-319-28279-4

  • Online ISBN: 978-3-319-28281-7

  • eBook Packages: EngineeringEngineering (R0)

Publish with us

Policies and ethics

Search

Navigation