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Managing People at Work

In: Business and Management

Submitted By jess2234
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Managing People at work- Assessment 1

In order to discuss this article properly it is first important to outline the differences between hard and soft HRM practice. As defined in the article by Jenkins & Delbridge (2013) Hard HRM is solely focused on gaining competitive advantage through methods such as increasing efforts in strong methods in order to solely increase organisational productivity and as a result, improve performance. In contrast with this strict method of management is soft HRM. They described this as a means of promoting a positive relationship between employees and management, as a result positively promoting greater employee engagement. It is important to note that this method does not focus on increase productivity.

The critical elements of the article are outlined by the method in which high level management under constant pressure to increase productivity and also reducing costs. This pressure from high-level management is sent down to staff and retail managers and this has a direct impact of their daily operations and budget restrictions. Fiona’s story is a first hand encounter of these hard HRM practices, however at the same time consisting of elements of soft.

To begin with, the budget given to her consists of no room for flexibility therefore can be seen a method of hard level management. It is greatly focused on numbers, however as she states, there are areas of the company she believes are positive. They have excellent values; policies and ethical codes of conduct, which she believes to be unique to that organisation. What can also be seen, as a method of soft HRM is the opportunity is the training opportunity, sending employees to greater their education such as the retail and accountancy qualification she was sent to do. This usually results in “employees’ personal employment through learning” (Balnave et al 2009).

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