Performance Management in a Human Resources Framework Essay

Per attainance attention in a forgiving Resources modeling Introduction The purpose of this assignment to is to consider Performance Management in a Human Resources Framework. Firstly, the assignment will look at the innovation of Human Resources Management as a holistic strategical get along to managing the relationship between employer and employee that goes beyond the bounds of mere effect Management.Secondly, in light of the statement from Cooke and Armstrong (1990, cited in Rudman, 2002) that Human resources strategies exist to understand that the culture, values and structure of the organisation and the quality, motivation and commitment of its members impart amply to the achievement of its objectives (p. 7), I will examine the extent to which my schools performance appraisal and professional development policy and practice run short into a human resources framework.Lastly, these examples will be used to identify few of the potential and pitf entirelys of performanc e appraisal and professional development for an educational organisation. Human Resources Management a holistic approach Human resource wariness (HRM) can be viewed as a holistic approach to managing the relationships in an organisation between the employer and employee.Rudmans (2002) definition of HRM implies this holistic approach, in that HRM covers all the concepts, strategies, policies and practices which organisations use to manage and develop the people who work for them (p. 3). Several authors (Macky & Johnson 2000 McGraw, 1997 Rudman, 2002 Smith, 1998) love that HRM is the strategic and coherent approach to the vigilance of an organisations about valued assets the people working there who individually and collectively contribute to the achievement of the objectives of the organisation.The full terms human resource management (HRM), human resources (HR) and level strategic human resource management (SHRM) have largely replaced the term personnel management as a descr iption of the processes involved in managing people in organisations during the decades of the 1980s and 1990s (McGraw, 1997 Rudman, 2002). People have been reservation personnel decisions since the earliest of times (Rudman, 2002, p. 2), however, from a historical perspective, the modern form of personnel management was founded from the time of the industrial revolution on dickens main beliefs 1) the employers concern for the welfare of its workers, and 2) the organisations make for control (Rudman, 2002). Over the last century personnel management evolved through with(predicate) the changing responses between these two beliefs and altered because of influences through scientific management, the industrial welfare and human relations movements, the development of trade unions and collective bargaining, and the offset of employment-related legislation (Rudman, 2002).Today, personnel management is associated with the functional aspects of people in organisations, whereas HRM is associated with the strategic aspects of people in organisations (Rudman, 2002). In practice the distinction between Personnel and Human Resource Management is often blurred because organisations need both function and strategic direction for managing and developing people (McGraw, 1997). Personnel management (PM) is therefore often used to describe the work related with administering policies and procedures for module appointments, salaries, training and other employer/employee interactions.