Theories and Philosophy of H. R. Management Analytical Essay by jackinbox

Theories and Philosophy of H. R. Management
Presents a literature review that examines different theoretical models and a philosophy of human resource management (HRM).
# 153297 | 850 words | 9 sources | APA | 2013 | AT
Published on May 19, 2013 in Business (Management) , Business (Human Resources)

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This paper relates the systems, social partnership, unitary and pluralist theories of human resource management (HRM), as discovered in a literature review, especially as related to labor unions. Next, the author presents a number of prescriptions that constitute a model for employee relations based on a philosophy of HRM. The paper concludes by examining the problems of applying theories of HRM to working with labor unions.

From the Paper:

"In the context of Employee Relations landscape, there has been much literature written about the basis of the relationship between management and trade unions in particular or employees in general. The two basic views are the 'Unitary' and 'Pluralist' perspectives. This concept was originally developed by Fox in 1966 in 'Industrial Sociology and Industrial Relations.' The Unitary view, which is essentially autocratic and authoritarian, has sometimes been expressed in agreements as 'management's right to manage.' As Armstrong notes 'management tends to view the enterprise as a unitary system with one source of authority- itself- and one focus of loyalty- the organization. It extolls the virtue of teamwork, where everyone pulls their weight to the best of their ability, and everyone accepts their place and function gladly, following the leadership of the appointed manager or supervisor.' Whilst these sentiments may be admirable, they may sometimes lead to what McClelland (1963) referred to as an orgy of 'avuncular pontification' on the part of the leaders of industry.
"The 'Pluralist' view, as described by Fox (1966) is that an organisation is like a society that contains many related but different interests and objectives that require to be maintained in a form of equilibrium."

Sample of Sources Used:

  • Ackers, P and Payne, J (1998) British trade unions and social partnership: rheyoric, reality and strategy, International Journal of Human Resource Management, 9 (3), pp 529-49
  • Armstrong, M., (2010) Armstrong's Handbook of Reward Management Practice. 3rd ed. New Delhi: Kogan Page
  • Drucker, P (1951) The New Society, London: Heinemann
  • Dunlop, JT (1958) Industrial Relations Systems, New York: Holt
  • Fox, A (1966) Industrial Sociology and Industrial Relations, Royal Commission Research Paper No 3, HMSO, London

Cite this Analytical Essay:

APA Format

Theories and Philosophy of H. R. Management (2013, May 19) Retrieved May 28, 2020, from

MLA Format

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