Fundamentals of HRM_22nd May_2022_Sirapatsorn

Fundamentals of

Human Resource Management

Summarized by

Assoc.Prof.Sirapatsorn W.Ph.D.
May, 2022

HRM is:

•Human resource management refers to
the policies and practices one needs to
carry out the people or human resource
aspects of management position
including recruiting, screening,

training, rewarding and appraising.

(Gary Dessler,2019)

HRM is:

•The utilization of individuals
to achieve organization
objectives (Joseph J.
Martoccio,2019:23)

HRM Professionals:

•Individuals who normally act in an
advisory or staff capacity, working
with other professionals to help them
deal with human resource matters
(Joseph J. Martoccio,2019:27)

Functions of HRM:

Human Capital:

•As defined by the economists,
Human Capital refers to sets of

collective skills, knowledge, and ability
that employees can apply to create
economic value for their employers
(Joseph J. Martoccio,2019:33)

Competitive Advantage:

•Superior performance relative to
other competitors in the same
industry or the industry average
(Frank T. Rothaermel,2019:7)

Global Strategic Issues!







https://youtu.be/62WWcs9EY1w Deloitte

What is a skillset?
• Form of knowledge that is derived

from repetition
• Technical know-how
• Self-trainable

From Skillset to Mindset:
A new paradigm for leader development.

Public Administration Issues, no 5.
(Special Issue, electronic edition),

Kramer, R. (2016). pp. 26-45.

What is a mindset?

In the disruption era, skills are
necessary but not sufficient for
leadership.
• Leadership training should focus on
transforming mindsets more than
skillsets.

Kramer, R. (2016). From Skillset to mindset: A new paradigm for leader
development. Public Administration Issues, no 5 (Special Issue, electronic edition),
pp. 26-45.

Organization’s Internal
resources are:

financial, physical, human,
& organizational components

(formal structure, systems,
informal relationships,
teamwork inside the

organization) (Barney & Hesterly, 2006)

Types of Organizational Assets/Capital

Assumptions about
Human Resources:

1. Factor of production: workforce
2. Factor of development
3. Value assets

HRs: Human resources

• Human beings
• Ability
• Knowledge
• Attitudes
• Beliefs
• Moral and Ethics
• Rights

KESO acronym:

•Knowledge
•Experience
•Skills
•Other characteristics

KASAO acronym:

•Knowledge
•Attitudes,
•Skills
•Abilities
•Other characteristics

People Learning focuses on 3
Human Domains:

1. Cognitive domain: Head Knowledge,
Thinking

2. Affective domain: Heart Attitudes,
Beliefs, Feelings

3. Psychomotor domain: Hands: Skills,
Proficiency

Learning Domains:

พุทธิพสิ ัย
Cognitive Domain

จติ พสิ ัย
Affective Domain

ทักษะพสิ ัย
Psychomotor Domain

Competency Iceberg

Visible Skill
Knowledge

Hidden Self-concept
Trait
Motive

Hard skills
versus

soft skills

By Assoc.Prof.Sirapatsorn Wongthongdee,Ph.D.

Hard skills are teachable abilities
or skill sets that are easy to
quantify.

Typically, you'll learn hard skills
in the classroom, through books

or other training materials, or
on the job.

•Proficiency in a foreign language
•A degree or certificate in any field
•Typing speed
•Machine operation
•Computer programming

The main difference
between hard skills and
soft skills is that
hard skills can usually be
taught in a series of
concrete steps.

Soft skills, on the other hand,
are subjective skills that are
much harder to quantify.
Also known as "people skills" or
"interpersonal skills,"
soft skills relate to the way you
relate to and interact with other
people.

Examples of soft skills include:
•Communication
•Flexibility
•Leadership
•Motivation
•Patience
•Persuasion
•Problem Solving Abilities
•Teamwork
•Time Management
•Work Ethic

The Strategic View of Human Resources

1. Employees are human assets

1. Increase in value to organization and
marketplace when investments of appropriate
policies & programs are applied

2. Effective organizations recognize that
employees have value

1. Much as organization’s physical & capital
assets have value

3. Employees are valuable source of
sustainable competitive advantage

Human Resource Management

•The Utilization of individuals to
achieve organizational objectives

•All managers at every level must
concern themselves with human
resource management



Personnel Management
VS HRM

PM HRM
Business partner
Employee focused
Strategic
Operational and
administrative Proactive
Integrated, coordinated
Reactive
policies & practice
Fragmented , ad hoc policy Focus on adding value
& practice

Focus on performance
measurement

Critical perspectives on HRM!

•HRM is being ‘old wine in a new
bottle.’

Related
Abbreviations:

• PM: Personnel Management
• HRM: Human Resource Management
• HCM: Human Capital Management
• HRD: Human Resource Development
• CIPD: Chartered Institute of Personnel and

Development
• ASTD: American Society for Training and

Development

EEO: Equal
Employment
Opportunity

AA/EEO:
Affirmative
Action/Equal
Employment
Opportunity

Definitions of HRM:

A distinctive approach
to employment management

which seeks
to achieve competitive advantage
through the strategic deployment

of a highly committed
and capable workforce
using an array of cultural, structural and
personnel techniques (Storey, 2007:7)

The use of employees
to gain or keep

competitive advantage

(Mathis & Jackson, 2008: 36)

The intentions of the
corporation both explicit and

covert, toward the
management of its

employees,
expressed through
philosophies, policies and
practices (Torrington et al.2005:28)

The pattern of
planned human resource

developments
& activities

intended to enable the firm
to achieve
its goals.

(Wright & McMahan, 1992:298)

The development of a
consistent aligned

collection of practices,
programs and policies
to facilitate the achievement
of the organization’s

strategic objectives

(Mello, 2006:152)

…Strategic HRM
is based on

the assumption that
internal resources
provide the basis of
competitive advantage!



HRM Approaches
HRM Approaches

HARD VS SOFT HRM

HARD HRM SOFT HRM

Employee are resources to Business partner
be utilized

Deployment Strategic

Control Commitment

Direction Involvement

Rigidity Flexibility

Performance measurement Performance enabling

(Truss et al, 1997 cited in Jonathan et al,2014: 8)

RBV:

Resource-based view (Barney & Hesterly,

2006)

•Resources will represent a

competitive advantage & they

must have 4 attributes: VRIN
•Valuable
•Rare

•Imperfectly imitable
•Non substitutes