Human Resource Management

by

Debra J. Cohen, Alexander Alonso, Montrese Hamilton, David S. Geller

• LAST REVIEWED: 29 September 2015
• LAST MODIFIED: 29 September 2015
• DOI: 10.1093/obo/9780199846740-0058

Introduction

Human resource management (HRM) is a professional field consisting of both academic study and practitioners. The HRM profession is responsible for the interface between employees in an organization and the policies and procedures of that organization, overseeing everything from staffing to compliance, to performance management, to total rewards, to a myriad of other workforce issues and processes. In addition to the day-to-day workforce issues covered by HRM, there is also a strong strategic component to the function. HRM professionals operate as strategic business partners in an organization, providing guidance, advice, and direction that add value to organizational processes. The study of HRM has increased since the late 20th century, as has research of specific HRM issues. However, significant gaps in research exist in many areas of HRM practice.

Textbooks

HRM textbooks generally follow the same dominant framework that is used to organize the field itself and to partition it into subfields. More precisely, textbooks tend to devote coverage to the history and environment of the field, then focus on six major areas: (1) strategic management; (2) workforce planning, which includes selection and recruitment; (3) organizational development; (4) labor relations; (5) total rewards; and (6) risk management. In the late 20th and early 21st centuries these textbooks have gone on to focus on additional topics, such as HRM competencies for HRM practice in an organization and human resource information systems (HRIS) work. Mathis and Jackson 2014 offers a comprehensive look at HRM topics with relevant examples from research and practice. Noe, et al. 2013 discusses HRM practices with an emphasis on sustainability, technology, and globalization. Dessler 2014 provides an accurate overview of the responsibilities and roles taken on by the HRM professional in the modern business setting.

• Dessler, Gary. Human Resource Management. 14th ed. Upper Saddle River, NJ: Prentice Hall, 2014.

  Provides an accurate overview of HRM responsibilities and roles in modern personnel management. Addresses the ever-changing nature and application of HRIS technologies for business problems.

• Mathis, Robert L., and John H. Jackson. Human Resource Management. 14th ed. Stamford, CT: Cengage Learning, 2014.

  Offers an updated look at challenges facing HRM professionals in modern organizations with business case studies from 2006 and beyond.

• Noe, Raymond A., John R. Hollenbeck, Barry Gerhart, and Patrick M. Wright. Human Resource Management: Gaining a Competitive Advantage. 8th ed. New York: McGraw-Hill/Irwin, 2013.

  Integrates the practice of HRM with a strong focus on sustainability, technology needs, and globalization trends for business.