ODL-Managing People

Scholars were inspired to build frameworks highlighting the strategic significance of HR by the growing recognition of the relevance of human resource management as a source of competitive advantage. Both the rational choice and the constituency-based perspectives provide an explanation for the growing interest in HRM's relationship with the strategy idea among academics and practitioners. There is management rationale in relying on people's abilities and intellectual assets to create a significant competitive advantage when technology dominance will swiftly diminish, even after it has been established. From a 'constituency-based' approach, it is suggested that HR academics and HR practitioners have adopted SHRM as a method of gaining more respect for HRM as a topic of study and, in the case of HR managers, boosting their prestige within businesses by seeming more'strategic.' Despite a growing body of research and scholarly work, the exact definition of strategic HRM and HR strategy remains elusive. For instance, it is not apparent whether of these two phrases refers to a process or a result. While some businesses choose to use the "personnel management" moniker so as to avoid the impersonal connotation of "human resources," the HRM umbrella eventually evolved to include what were formerly just "people" divisions. However, there is still discussion and dispute over what this new breakthrough truly meant, even though much of it has only been held among academics. Managers who are hands-on in the workplace tend to care less about their titles and more about the ways in which new concepts about employee commitment and engagement, resource utilisation, and the role of the line manager affect employee behaviour and productivity. A number of significant contributions to the scholarly discussion need to be examined since they have interest and significance for HR professionals. The most important question is whether or not Human Resource Management is distinct from Personnel Management.