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Only to Increase Profit? This 5 page paper considers a statement that assets the role of HRM only considers issues such as motivation and welfare as long as it is seen to create profit in an organization. The bibliography cites 5 sources.
Page Count:
5 pages (~225 words per page)
File: TS14_TEhrmpft.rtf
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as achieving a role of adding value to the company performance directly or indirectly otherwise their input is redundant. Human resources may appear to be an exertion, however, the commonly
perceived role of managing staff numbers, performance issues and motivation may also be seen in this light. Watson (1986) would agree with this arguing that the role of the HRM
department may be to look after the well being of the staff as well as dealing with the hiring and firing, but this only extends as far as is necessary
to maximise the use of the employees as resources. In todays society, within increase social awareness we can consider if this really is true. To compete in the
commercial world all resources need to be used in a beneficial way. Employees are merely one resources, and if we look at traditional motivations theories, the attention paid to staff
can be seen as a motivational tool increasing the productively far more than possible with operational changes. The care for the employees may be restrained as in most instances the
power of the relationship will still remain with the employer. It is now widely accepted that man is not purely economic as was first presumed by Adam Smith and
then put forward in the theories of Taylor in his models of scientific management. This was the model that placed the employee employer relationship on a different footing, deskilling and
the breakdown of tasks into their component parts placed the employer in the position of power. The way that motivation ay increase productivity was later demonstrated in the Hawthorn studies.
Mayos theories were based on the Hawthorn studies in the 1920s appeared to lend credibility to the view that many was not
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