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Human Resource Management of Unisys

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abhishreshthaa
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Human Resource Management of Unisys - January 28th, 2011

Human Resource Management of Unisys : Unisys Corporation (NYSE: UIS), headquartered in Blue Bell,[3][4] Pennsylvania, United States, and incorporated in Delaware,[5] is a global provider of information technology services and programs


The soft-hard dichotomy in HRM exists primarily within normative, or prescriptive, models of human resource management, rather than in what
(1995) terms the descriptive-functional or critical-evaluative traditions. The
earliest examples where this terminology is used are in the work of (1987)
and (1987; 1992). (1987), in seeking to define HRM, identifies two
dimensions, soft-hard and loose-tight. Similarly, (1992) plots existing interpretations of HRM along the two dimensions of soft-hard and weak-strong. Although these two commentators draw heavily on the work of American HRM academics in drawing a distinction between the two forms--the Harvard model for the soft version and the Michigan model for the hard version (1984)--the terms 'soft' and 'hard' have not been used in the American literature, and the debates surrounding them have taken place exclusively in a British context ( 1990). (1987) and (1992) in their definitions of soft and hard models of HRM view the key distinction as being whether the emphasis is placed on the human or the resource. Soft HRM is associated with the human relations movement, the utilization of individual talents, Theory Y perspective on individuals (developmental humanism). This has been equated with the concept of a 'high commitment work system' (1985), 'which is aimed at eliciting a commitment so that behavior is primarily self-regulated rather than controlled by sanctions and pressures external to the individual and relations within the organization are based on high levels of trust' ( 1996. Soft HRM is also associated with the goals of flexibility and adaptability (which themselves are problematic concepts, as we shall see in more detail later), and implies that communication plays a central role in management (1993).

Hard HRM, on the other hand, stresses 'the quantitative, calculative and
business-strategic aspects of managing the "headcount resource" in as
"rational" a way as for any other factor of production', as associated with a
utilitarian-instrumentalist approach ( 1992 )strategic objectives of the organization (external fit), and are coherent among themselves (internal fit)

The soft-hard dichotomy in HRM exists primarily within normative, or prescriptive, models of human resource management, rather than in what
(1995) terms the descriptive-functional or critical-evaluative traditions. The
earliest examples where this terminology is used are in the work of (1987)
and (1987; 1992). (1987), in seeking to define HRM, identifies two
dimensions, soft-hard and loose-tight. Similarly, (1992) plots existing interpretations of HRM along the two dimensions of soft-hard and weak-strong. Although these two commentators draw heavily on the work of American HRM academics in drawing a distinction between the two forms--the Harvard model for the soft version and the Michigan model for the hard version (1984)--the terms 'soft' and 'hard' have not been used in the American literature, and the debates surrounding them have taken place exclusively in a British context ( 1990). (1987) and (1992) in their definitions of soft and hard models of HRM view the key distinction as being whether the emphasis is placed on the human or the resource. Soft HRM is associated with the human relations movement, the utilization of individual talents, Theory Y perspective on individuals (developmental humanism). This has been equated with the concept of a 'high commitment work system' (1985), 'which is aimed at eliciting a commitment so that behavior is primarily self-regulated rather than controlled by sanctions and pressures external to the individual and relations within the organization are based on high levels of trust' ( 1996. Soft HRM is also associated with the goals of flexibility and adaptability (which themselves are problematic concepts, as we shall see in more detail later), and implies that communication plays a central role in management (1993).

Hard HRM, on the other hand, stresses 'the quantitative, calculative and
business-strategic aspects of managing the "headcount resource" in as
"rational" a way as for any other factor of production', as associated with a
utilitarian-instrumentalist approach ( 1992 )strategic objectives of the organization (external fit), and are coherent among themselves (internal fit) (1988; 1986), with t

Read more: http://ivythesis.typepad.com/term_pa...#ixzz1CKAHAQaU



Organizational Chart
Flat Structure
9 Departments
HR Department
5 people

Role of HRM
Ahead of roles as Record Keeper & Administrator

Goals  productivity and value added services

A seat at Strategic Table
Responsibilities Of HRM
Developing a well defined culture of the organization

Designing the organizational structure & roles of employees

Formulating staffing needs to achieve development strategies

Formulating Performance management strategies

Designing a proper strategy to motivate & reward employees.

Personnel Planning
Not in practice in very formalized form
Not needed as business is neither changing nor expanding

Termed as “Manning”
No. Of employees to be working in specified year
HR works towards maintaining this number
Recruitment
Pillar in HR responsibilities

EEO compliance

1st step: job analysis
Complete and formal job analysis for each position
Analysis information is provided by the concerned department supervisor and head
Observation & interviews are the sources



HR arena includes exposure and training in the areas of:



Managing Performance:



Measuring and aligning performance, rewarding performance, managing and administrating benefits.



Managing Organizational Learning and Development:



Managing change, designing and development the organization, managing organizational climate, learning in the organization.



Resourcing:



Recruiting, selecting and assessing, HR planning.



Managing Careers and Development:



Assessing competencies and potential, career development systems, coaching and mentoring, training and development.



Managing Employee Relations:



Managing employment legislation, managing work place relations, managing HR customer service.



HR is essentially about managing people and their expectations. Attracting and recruiting the very best people is of major importance to the company. this has involved coordinating presentations at leading universities, assessing application forms, interviewing potential recruits, organizing
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Re: Human Resource Management of Unisys
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James Cord
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Re: Human Resource Management of Unisys - March 30th, 2016

Quote:
Originally Posted by abhishreshthaa View Post
Unisys Corporation (NYSE: UIS), headquartered in Blue Bell,[3][4] Pennsylvania, United States, and incorporated in Delaware,[5] is a global provider of information technology services and programs


The soft-hard dichotomy in HRM exists primarily within normative, or prescriptive, models of human resource management, rather than in what
(1995) terms the descriptive-functional or critical-evaluative traditions. The
earliest examples where this terminology is used are in the work of (1987)
and (1987; 1992). (1987), in seeking to define HRM, identifies two
dimensions, soft-hard and loose-tight. Similarly, (1992) plots existing interpretations of HRM along the two dimensions of soft-hard and weak-strong. Although these two commentators draw heavily on the work of American HRM academics in drawing a distinction between the two forms--the Harvard model for the soft version and the Michigan model for the hard version (1984)--the terms 'soft' and 'hard' have not been used in the American literature, and the debates surrounding them have taken place exclusively in a British context ( 1990). (1987) and (1992) in their definitions of soft and hard models of HRM view the key distinction as being whether the emphasis is placed on the human or the resource. Soft HRM is associated with the human relations movement, the utilization of individual talents, Theory Y perspective on individuals (developmental humanism). This has been equated with the concept of a 'high commitment work system' (1985), 'which is aimed at eliciting a commitment so that behavior is primarily self-regulated rather than controlled by sanctions and pressures external to the individual and relations within the organization are based on high levels of trust' ( 1996. Soft HRM is also associated with the goals of flexibility and adaptability (which themselves are problematic concepts, as we shall see in more detail later), and implies that communication plays a central role in management (1993).

Hard HRM, on the other hand, stresses 'the quantitative, calculative and
business-strategic aspects of managing the "headcount resource" in as
"rational" a way as for any other factor of production', as associated with a
utilitarian-instrumentalist approach ( 1992 )strategic objectives of the organization (external fit), and are coherent among themselves (internal fit)

The soft-hard dichotomy in HRM exists primarily within normative, or prescriptive, models of human resource management, rather than in what
(1995) terms the descriptive-functional or critical-evaluative traditions. The
earliest examples where this terminology is used are in the work of (1987)
and (1987; 1992). (1987), in seeking to define HRM, identifies two
dimensions, soft-hard and loose-tight. Similarly, (1992) plots existing interpretations of HRM along the two dimensions of soft-hard and weak-strong. Although these two commentators draw heavily on the work of American HRM academics in drawing a distinction between the two forms--the Harvard model for the soft version and the Michigan model for the hard version (1984)--the terms 'soft' and 'hard' have not been used in the American literature, and the debates surrounding them have taken place exclusively in a British context ( 1990). (1987) and (1992) in their definitions of soft and hard models of HRM view the key distinction as being whether the emphasis is placed on the human or the resource. Soft HRM is associated with the human relations movement, the utilization of individual talents, Theory Y perspective on individuals (developmental humanism). This has been equated with the concept of a 'high commitment work system' (1985), 'which is aimed at eliciting a commitment so that behavior is primarily self-regulated rather than controlled by sanctions and pressures external to the individual and relations within the organization are based on high levels of trust' ( 1996. Soft HRM is also associated with the goals of flexibility and adaptability (which themselves are problematic concepts, as we shall see in more detail later), and implies that communication plays a central role in management (1993).

Hard HRM, on the other hand, stresses 'the quantitative, calculative and
business-strategic aspects of managing the "headcount resource" in as
"rational" a way as for any other factor of production', as associated with a
utilitarian-instrumentalist approach ( 1992 )strategic objectives of the organization (external fit), and are coherent among themselves (internal fit) (1988; 1986), with t

Read more: HRM in Organisations



Organizational Chart
Flat Structure
9 Departments
HR Department
5 people

Role of HRM
Ahead of roles as Record Keeper & Administrator

Goals  productivity and value added services

A seat at Strategic Table
Responsibilities Of HRM
Developing a well defined culture of the organization

Designing the organizational structure & roles of employees

Formulating staffing needs to achieve development strategies

Formulating Performance management strategies

Designing a proper strategy to motivate & reward employees.

Personnel Planning
Not in practice in very formalized form
Not needed as business is neither changing nor expanding

Termed as Manning
No. Of employees to be working in specified year
HR works towards maintaining this number
Recruitment
Pillar in HR responsibilities

EEO compliance

1st step: job analysis
Complete and formal job analysis for each position
Analysis information is provided by the concerned department supervisor and head
Observation & interviews are the sources



HR arena includes exposure and training in the areas of:



Managing Performance:



Measuring and aligning performance, rewarding performance, managing and administrating benefits.



Managing Organizational Learning and Development:



Managing change, designing and development the organization, managing organizational climate, learning in the organization.



Resourcing:



Recruiting, selecting and assessing, HR planning.



Managing Careers and Development:



Assessing competencies and potential, career development systems, coaching and mentoring, training and development.



Managing Employee Relations:



Managing employment legislation, managing work place relations, managing HR customer service.



HR is essentially about managing people and their expectations. Attracting and recruiting the very best people is of major importance to the company. this has involved coordinating presentations at leading universities, assessing application forms, interviewing potential recruits, organizing
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