What's wrong with HRM

  • Zaleznik A
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Abstract

The job of human resource management (HRM) is to identify and develop people who have the talents and imagination companies need to compete in the current environment. Therefore, HRM should be the most important task in every business. However, human resource managers do not understand human beings because they will not confront aggression. Aggression, which is the force that drives talent, is a potent factor in productive work. For an organization to remain healthy, the people within it must feel that employee relations are determined justly and equitably. The faster an organization advances people, the more people come to expect rapid promotion. This can lead to feelings of dissatisfaction with what, from other people's perspective, is a good deal. In this setting, the human resource department's contribution to justice and equity is too often restricted to negatives, i.e., maintaining an environment of deprivation. Line executives need HRM executives who are independent, plainspoken, and directly involved in the substance of the organization's business.

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APA

Zaleznik, A. (1988). What’s wrong with HRM. Harvard Business Review, 66(6), 170–171. Retrieved from papers3://publication/uuid/21094720-8E07-4FF0-8249-CAB2C422EAD9

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