The human resource frame

Human Resource Frame

The topic of human resource is highly popular among the specialized literature and this can be explained by the changing role of the employees within the modern day business climate. Based on previous research, it was observed that the majority of the literary sources focus on HRM from an organizational standpoint in the meaning that they offer input on how economic agents can go about in the superior management of the employees. In other words, emphasis is placed on the formulation of strategic recommendations on how the managers can be capitalize on the skills of the employees and how they can use them to attain their pre-established organizational objectives.

This approach is also common in the seventh and eight chapters of Bolman and Deal's Reframing organizations -- artistry, choice and leadership. In these two chapters, the authors formulate pertinent recommendations in the field of human resource management. These recommendations for employee management include the motivation of the employees, the enrichment of the job possibilities, the management of diversity or the overall development of the organization.

These recommendations are common in virtually all literature on human resource management, but an intriguing absence of the chapter is represented by the low focus placed on individual incentives. In other words, the two authors focus most intensively on the measures which should be taken by the organization at its overall level, rather than at the level of its individual staff members. The authors as such prioritize the importance of a global and united approach of HRM, an organization wide model, in the detriment of an approach individualized per employee.

The eighth chapter is also focused on recommendations to be implemented by the organizational leaders in the management of their staff members. Its pivotal stance is that of helping leaders manage conflict, through intervention and observations. This approach is rather interesting and less popular within the specialized literature. It emphasizes on the major role of the manager in the state and resolution of conflicts within the organizational setting. The most important point it raises is that conflict resolution should be part of an overall managerial model of employee relations, and not just a sporadic effort exercised when actual conflicts arise. Bolman and Deal as such make the interesting case of conflict management through a complex process of HRM, decision making and other greater organizational strategies.

Last, and intentionally saved for last, the sixth chapter is the most interesting and intriguing one. As stated before, the large majority of the literature on the management of the human resource deals with the provision of recommendations to managers. Still, this chapter from Reframing organizations is less focused on practical recommendations, but strives to explain some underlying mechanisms of HRM.