Managing Human Resources

This report discusses the definitions and explanations of hard and soft concepts of human resource management. It explores the differences between the two approaches and provides examples of organizations following each approach. The report also highlights the characteristics and implications of hard and soft HRM.

Managing Human Resources

INTRODUCTION
Managing human resource is the function that the manager of the organisation performs in
order to manage the organizational employees. Thus, here the manager of the organisation performs
the managerial actions to the employee of Human Resource Department. Human Resource
Management performs several actions such as planning and allocation of resources, providing
directions, visions and goals, motivation and contribution of employee for developing healthy
environment or work culture, checks progress of the employees, offering opportunities for both
formal and informal development of the employees. Moreover, human resource management helps
in setting an example in work ethics, treatment with people as well as removal of obstacles which
stuck the employee’s performance. Thus, in this report it has been discussed about the definition
and explanation of hard and soft concepts of human resource management followed by an example
which used hard approach to Human Resource Management as well as an example of an
organisation which is using soft approach to Human Resource management (Wehrmeyer, 2017).
Definitions and explanation of the hard and soft concepts of HRM
The human resource management (HRM)
The system of management where the needs of the employees as well as that of the
workplace are managed is called human resource management. The human resource management is
commonly abbreviated as the HRM. The human resource management is basically divided into two
forms i.e. the hard human resource management and another one is the soft human resource
management. The hard resource management is the management of human resource in which the
employees working over there are considered to be the one similar to the other resources of the
organisation just like any machinery or equipment. Therefore, one of the attribute of hard human
resource management which is commonly observed is that in this management the manager majorly
focuses on the recruitment of the recruitment of the workforce for the organisation as well as fire
the employees of the organisation whenever essential or needed depending on their behaviour,
performance or need in the organisation. The organisation that follows this type of human resource
management tends to pay the employees of the organisation depending upon their minimum pay
which the worker should get for their role in the organisation. Moreover, this type of human
resource management mainly checks the performance of the employee associated with their
organisation and pay accordingly. Additionally, the hard human resource management is said to be
strategic if the goals of the company are aligned strategically. Therefore, it is known as strategic
hard human resource management. While the soft human resource management. Moreover,
practically no organizing could be said to following hundred percent hard human resource
management or hundred percent soft human resource management system (Peter and Robert, 2015).

Hard human resource management
The hard human resource management is the human resource management which is not a
very user friendly human resource management. This type of human resource management is
usually very task oriented i.e. this management majorly focuses on the task assigned to the
employees of the organisation. In this type of human resource management, from the base level or
from the entry level of the organisation the management majorly focuses on the accomplishments of
the tasks as well as on the on the profit generation of the organisation. Thus, it is type of
management the what differentiate it from others is the way they look at the employees of the
organisation, i.e. mainly their policies for the employees (Chang-Richards and et.al, 2015).
In corporate sector hard human resource management tends to play a very vital role or a role
of much importance. Even though, hard human resource management doesn’t sounds good in an
organisation if it first compared to the soft human resource management. Since, this type of
management is majorly task oriented, which means there would be a strict form of hierarchy which
would be followed in the company. This eventually gives the clear picture of organisation, that the
management of the organisation is centralized here, and the majority of the decisions related to the
company or work are taken by the higher authority or the top level of the company.
Traditionally, almost all of the organisations were task oriented; this shows these
organisations were following a sort of hard human resource management system. Task was used to
kept at the top of the work priority, as completion of the work is the main motto of such type of
organisations. One of the characteristic of hard human resource management which is commonly
used to be seen in the traditional companies is the autocratic type of leader ship. The autocratic type
of leadership is followed in the organisations where the employees are used to be paid for their job
or the task which was assigned to them. Here the payment which is paid to such employees is used
to be as least as possible which could be given to the worker for their assigned task. Moreover,
employee’s motivation and employees engagement is seen to be least in such type of hard human
resource management system. Due to such conditions of work environment where only the
completion of task has the importance, so the companies following such management were having
the very high rates of attrition within the company. Fulfilment of the demands of the customer is the
another characteristic of such human resource management system, as there is no such emotions of
the employee is given importance. Emotions of the employees working in the organisation were
given the least respect as the majority of the importance was given to anyhow completion of the
task.
Moreover, the selection and recruitment policies which were carried out is such
organisations where hard human resource management is followed is planned out in the way where

the hiring of the workers as well as their firing from the organisation is always on. Since the
employees always tends to remain in fear that they could be fired if they haven’t performed
according to the expectations of the organisational duties. Therefore, these organisations were
always having the vacancies, job openings as well as opportunities of job. Rate of need of
employees is always tends to very high in such organisations (Cascio, 2015).
In practical situation, every organisation or company tends to have some hard part in the
human resource management of their company, even if the company is said to following soft human
resource management system. Moreover, in present situation all organisations are changing their
view towards their employee and assumes to be keeping the work force happy will eventually
results in the higher productivity of the employees as well as of the organisation. Thus, strictly
following hard human resource management too has started given special policies to their workers
and their grievances.
Manufacturing industry is one of the best examples of hard human resource management
system. As here the wages given to the labour are tends to be the least or minimum and there for
rate of attrition is seems to be very high in such industries. The employees working over there tend
to get the payment depending upon their performance in the completion of their task, therefore,
engagement of the employee as well as the their motivation is least in such companies. No leverage
of bonus, leave is present and the only the trade union act tends to support the workers of the
industry. Thus, manufacturing industry is said to be the one industry following hard type of human
resource management system.
Soft human resource management
One of another form of human resource management system is the soft human resource
management system. The companies following soft human resource management system tends to
consider the workers of their organisation as the useful assets of the company. Here, the major focus
is given to the employees rather than to the task. This type of human resource management tend to
follow the attributes which are completely opposite to the hard human resource management
system, as here motivation of the employees towards the task as well as engagement of the
employees towards the various functions of the organisation are commonly seen or observed. It is
obvious that, task is the priority in each and every organisation. But here in soft human resource
management system along with the task the equal priority which is given in the organisation is the
retention of the employees. Thus, here instead of centralized human resource management system,
there is flat structure of human resource management system. Therefore, this type of organisation is
mostly seen encouraging more and more participation of the employees in the workforce, within the
organisation (Jain, Gera and Ilavarasan, 2016).

The soft version of human resource management system seems to be the method of releasing
untapped reversed method of human resource management which is resourcefulness by increased
employee commitments, along with the more participation as well as involvement of the employees
towards the various sectors or the various departments of the organisation.
The service sector industry is one of the examples of soft human resource management
system. As here the management tends to give the modern view culture within the organisation.
Here most of the employees are self guide, as well as these employees tends to show the high
commitment without failure. Moreover, service sector industry has a one essential attribute is the
team work or the work in collaborations, which is commonly observed in this sector of industry.
Thus, here in this type of organisations the main motto is to achieve the goal of the organisation
along with the achievement of the objectives of the employees. Additionally, the employees
working over here are considered to be valuable assets instead of workers of the organisation.
Difference between hard human resource management system and soft human resource
management system.
Hard human resource management Soft human resource management
The sole aim of this type of organisation is to
achieve the organisational goal.
Along with the aim of achievement of objective
of the organisation, one more objective which is
essentially considered is the objective of the
employee
This type of organisations tends to be more
traditional.
Organisations following this type are tends to be
more strategic
The involvement of the employees as well as
their empowerment is seen to be least available.
Involvement of the employees as well as their
empowerment are fully used
Work culture management is not expected in
organisation following this type of human
resource management.
Work culture management is strictly practiced in
this type of organisation or companies.
Additional skills of the employee as well as their
competencies are given the least importance and
they are not at all recognized
Skill of an individual as well as their
competencies is highly valued as well as such
employees are recognized.
Employees are treated as workers (Shields and
et.al, 2015).
Valuable assets is the term used for the
employees of such industries
Team work or collaborative work is least
observed.
Team work is fully observed in such type of
organisations
More hierarchical structure management More flatter structure of management

Relation with bureaucratic model More related to human relations
Commitments are not observed High commitments of the employees
The work is done under more controlled and
under more supervision
Mostly seen self guided employees
These organisations follow traditional view of
management
These organisations follow modern view of
management.
The factors which determines whether the organisation is following hard human resource
management or the soft human resource management is through
Trainings receive by the employees as well as the perception of the employees toward their
trainings and opportunities of promotion. This shows the organisation is following soft human
resource management system.
The trust and communications between the staff as well as the management of the
organisation shows that the organisation is following soft human resource management.
The integrations of human resource and the strategy of business which includes techniques
of performance management such as appraisal shows the hard type of human resource management
following in the organisation.
Control over the set targets of the work is also seen in the organisations following hard
human resource management system.
Organisational flexibility is seen in the organisations following hard human resource
management system (Noe and et.al, 2015).
Example of an organisation using a Hard approach to HRM
The example of organisation following hard human resource management is KFC (Wirtz
and Heracleous, 2016). KFC is basically a food chain industry which has its franchise outlets all
over the world. The main motto of this organisation is to fulfil all the demand of the customers as
here in this organisation the customer is kept at the priority. In this organisation of food industry
includes a large number of employees engaged in several sectors of the industry ranging from chef
to the home delivery boy. Thus, this type of organisation is strict towards it mission achievements
and there is no sympathy against the work. Therefore, this organisation is very commonly observed
to selecting and hiring or recruiting of the employees. Attiring rate is very high in this organisation.
There are some characteristics of soft human resource management are followed in this organisation

but still majority of the tasks are carried under hard approach of human resource management.
Encouragement of employees toward the other sectors of the industry is seen to be least. It is
obvious that one employee has various several capabilities other that the task assigned to it, which
means here the skill and the competitive nature of the employee is given the least value and are least
recognised in this organisation as it follows hard human resource management. Employee over here
are most seems to be engaged with their specific assigned task and they take least involvements in
the collaborative work culture. Therefore, team work is generally seen absent in this company. The
structure of management followed in KFC is centralized i.e. most of the essential decisions are
carried out by the higher level officials or the high level authority of the organisation. Moreover, the
main motto of the organisation is to ultimately meet the organisation goal and missions (Snell,
Bohlander and Morris, 2015).
Example of an organisation using a soft approach to HRM
The example of organisation following soft human resource management is Unitex (Petrick,
2017). The organisation Unitex is basically finance system Solution Company. This organisation is
has been working for the solutions to the finance sector. The work culture or the environment
followed in this organisation is something very friendly. Therefore, the organisation is following the
soft approach of human resource management. The employee over here are mostly seems to be self
guided as the they did not needs to be controlled or supervised all the time by their supervisors as to
guide them what and how to be performed. The relation seems within the manager and worker in
not bureaucratic. Therefore, the organisation gives the image of modern view of management
followed in the organisation. Moreover this organisation does not have the centralized management
system just like hard human resource management; instead it follows the flattered structure of
managements. Collaborative work or the team organisations and working together for finding the
ultimate solution to finance sector is generally seen in this organisation. Here the employee were
given high concern of respect, they are valued as well as recognized and thus, they are considered to
be the valuable assets to the organisation and not as the workers of the company. Moreover, this
organisation has the probation of leave given to the employee based on several critical as well as
non critical conditions. Therefore, these organisations keep the respect of the emotions of the
employee, and thus, they valued the human resource associated with them. The organisation Unitex
is the company which is more strategic and follows modern work culture (Cascio, 2015).

CONCLUSION
This report can be concluding as, managing human resource is the function that the manager of
the organisation performs in order to manage the organizational employees. Thus, here the manager
of the organisation performs the managerial actions to the employee of Human Resource
Department. Human Resource Management performs several actions such as planning and
allocation of resources, providing directions, visions and goals, motivation and contribution of
employee for developing healthy environment or work culture, checks progress of the employees,
offering opportunities for both formal and informal development of the employees. Moreover,
human resource management helps in setting an example in work ethics, treatment with people as
well as removal of obstacles which stuck the employee’s performance. Thus, in this report it has
been discussed about the definition and explanation of hard and soft concepts of human resource
management followed by an example which used hard approach to Human Resource Management
as well as an example of an organisation which is using soft approach to Human Resource
management (Noe and et.al, 2017).

REFERENCES
Books and journals
Cascio, W.F., 2015. Managing human resources. McGraw-Hill.
Snell, S., Bohlander, G.W. and Morris, S., 2015. Managing human resources. Nelson Education.
Noe and et.al, 2017. Human resource management: Gaining a competitive advantage. New York,
NY: McGraw-Hill Education.
Petrick, J., 2017. Total quality in managing human resources. Routledge.
Wirtz, J. and Heracleous, L., 2016. Singapore Airlines: Managing human resources for cost-
effective service excellence. In SERVICES MARKETING: People Technology Strategy (pp.
695-703).
Noe and et.al, 2015. Human resources management. Instructor, 2015.
Shields and et.al, 2015. Managing employee performance & reward: Concepts, practices,
strategies. Cambridge University Press.
Jain, A., Gera, N. and Ilavarasan, P.V., 2016. Whether social media use differs across different
personality types? Insights for managing human resources. International Journal of Work
Organisation and Emotion, 7(3), pp.241-256.
Cascio, W.F., 2015. Costing human resources. Wiley Encyclopedia of Management, pp.1-1.
Chang-Richards and et.al, 2015, July. A systems approach to managing human resources in disaster
recovery projects. In Proceedings of the 5th International Conference on Building
Resilience, Newcastle, Australia (pp. 15-17).
Peter, A. and Robert, E., 2015. Managing human resources and technology innovation: the impact
of process and outcome uncertainties. International Journal of Innovation Science, 7(2),
pp.91-106.
Wehrmeyer, W., 2017. Greening people: Human resources and environmental management.
Routledge.