It is therefore imperative that the human resource

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It is therefore imperative that the human resource ought to be treated with great care and nurtured as valuable assets. HRM attempts to increase trust and employee commitment and aims to go 'beyond the contract'. Finally it is believed that the employment relationship is based on commitment and not compliance. 2. Strategic Qualities HRM is further distinguished by the fact that it is strategic in nature and therefore requires the attention of senior management and top executives. The above-mentioned assumption stems from the 1 st belief that the human resource is the most important source of competitive advantage. HR Policies are too important to be a product of prescribed best professional practice only. In fact they must be sensitive to the demands of the competitive business environment, business strategy and the HR strategy. 3. Role of Line Managers Line managers have a very important role to play in people management. It is clear from the HRM philosophy that people management is too important to be left to operational personnel specialists. It gives HRM specialists a 'transformational leadership' role in the organization. 4. Key Levers There is a strong belief that culture management is important than managing procedures and systems. This is primarily important because culture management brings consensus on overall organizational values, beliefs and assumptions. Culture management is also believed to be essential in flexibility and commitment. a. Integrated action on all HRM policies b. Restructuring and job redesign to allow developed responsibility and empowerment. 2.3.5. The Warwick model of HRM This model emanates from the Centre for Corporate Strategy and Change at the University of Warwick and with two particular researchers, Hendry and Pettigrew (1990). The Warwickmodel draws heavily from the Harvard framework to extend the analysis of HRM and has five elements: 1. Outer context 2. Inner context
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3. Business strategy content 4. HRM context 5. HRM content The contextual model of HRM emphasizes the importance of environmental factors by including variables such as the influence of social, institutional and political forces that have been underestimated in other models. The contextual approach is broader, integrating the human resource management system in the environment in which it is developed. Context both conditions and is conditioned by the HRM strategy. A broader set of stakeholders is involved in the formulation and implementation of human resource strategies. These stakeholders may be external as well as internal and both influence and are influenced by strategic decisions. The model takes cognizance of HRM business strategy and HRM practices, the external and internal context in which these activities take place and the processes by which such change take place, including interactions between changes in both context and content. The strength of the model is that it identifies and classifies important environmental influences on HRM. Hendry and
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