Paradoxically, the emergence of Human Resource Management (HRM) represents both a challenge and an opportunity to the practice of personnel management. Conventional personnel management is being outmoded to be superseded by an approach to employees which seemingly promises to put “people issues” at the centre of strategic decision making. The debate about HRM has been confused and confusing because it has failed clearly to identify the distinctive forms of management – as well as personnel – practice to which the term HRM has been applied. This confusion serves only to mask the important moral issues HRM poses for personnel practitioners.
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