The Perception of Human Resource Management (HRM)

The non-acceptance of Human Resource Management (HRM) by many scholars is based on the belief that this approach is against the interests of workers, ie. in essence it is a philosophy of management.

Guest and Conway (1997) in their research, conducted based on a randomly selected group of 1,000 employees, found the penetration of Human Resource Management (HRM) in the practice of companies.

This conclusion contradicts the well-known opinion that managers deliberately exaggerate the possibilities for implementing Human Resource Management (HRM) in practice. Reference: “Human Resources Management (HRM) and Personnel Management“,

The following HRM criteria were used in the trial: the ability to file complaints and express personal concerns on such issues as training and development conditions; the opportunity to discuss business issues; unified status; an effective system for combating threats and harassment in the workplace; the creation of interesting and diverse working conditions; opportunities for internal career growth; associate engagement program; the impossibility of forced dismissal; system of remuneration depending on the results of work; profit sharing; conducting an inquiry into the subject matter of the existing directives. Reference: “Moral Aspects of Human Resource Management (HRM)“,

The results of the survey of employees showed that the degree of penetration of the practice of Human Resources Management in the business process was directly related to the presence in the organization of fair relations between people, mutual trust, and the responsibility of managers to fulfill their promises. Reference: “HR management in HR departments and organizations: psychological problems“,

Residents working in the typical conditions of Human Resources Management (HRM) demonstrate great confidence in the preservation of their jobs and a high degree of job satisfaction. Reference: “Effective Human Resources managers successfully perform leadership functions“,

The survey also showed that in companies where the HR principle is more implemented, the level of motivation of resident workers is significantly higher.

Guest’s observations (Guest, 1999) have shown that, in the end, workers tend to have a positive attitude towards HRM.

The findings of this study largely contradict the “radically critical” views of such scholars as Mabey et al (1998), who characterizes the HRM approach as ineffective and harmful (ie, playing to the benefit of managers). ).

Some supporters of this view were prejudiced against the positive feedback from residents on HRM, assessing it as the result of pressure and “brainwashing” by management. But the facts confirming this assumption have not been revealed.

The authors of another study (Gratton et al, 1999) are no less convinced that there is:

The difference between the terminology and reality of HRM, namely between the theory and practice of HRM, between the perception of the work done by the HR staff and the perception of this activity by the workers themselves, between how senior management understands the role and functions of HRM, and what role the function plays. ”



In their conclusions, the authors use the words “terminology” and “reality of HRM”.

The repeated repetition of the word “terminology” by these and other authors suggests that deep in their souls they are convinced of the absolute cynicism of managers who either do not say what they think or their words always diverge from their actions.

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