Introduction
This reflective essay explores traditional Human Resource Management (HRM) from the perspective of an undergraduate student studying HRM. Drawing on my learning experiences, it defines traditional HRM, examines supporting theories, and critically reflects on its strengths and limitations. The essay argues that while traditional and strategic HRM provide important foundations for aligning people with organisational goals, the emergence of people management and sustainable HRM reflects a broader shift toward more human-centred and long-term approaches to managing employees. Reflecting on these perspectives has reinforced the importance of balancing organisational performance with employee wellbeing and sustainable workforce practices in the role of an HR leader. Through this structure, I link personal reflections to this argument, incorporating examples to illustrate key points.
Definition of Traditional HRM
Traditional HRM refers to the administrative and operational functions focused on managing employees as resources to achieve organisational efficiency. From my studies, I learnt that it emphasises routine tasks such as recruitment, payroll, and compliance with labour laws, treating employees primarily as costs to be controlled rather than strategic assets (Armstrong, 2020). For instance, in a manufacturing firm, traditional HRM might involve standardised hiring processes to fill assembly line roles without considering long-term employee development. This concept, as I understood it in lectures, prioritises short-term operational needs, aligning with the argument by laying the groundwork for more evolved HRM approaches that shift toward human-centred practices.
Frameworks and Theories Supporting Learning
Key frameworks like the Michigan Model of HRM, which views employees as resources to be matched with business strategy, supported my learning on traditional HRM (Fombrun et al., 1984). Literature from Boxall and Purcell (2016) explains how this model focuses on ‘hard’ HRM, emphasising performance and control. For example, in retail organisations like Tesco, traditional HRM might apply this through strict performance appraisals to boost productivity. These theories helped me grasp how traditional HRM provides a foundation for aligning people with goals, but as per the essay’s argument, they pave the way for sustainable shifts by highlighting the need for employee wellbeing to sustain long-term performance.
Initial Reflection
Before studying this module, I viewed HRM as merely administrative paperwork, such as handling holidays or disputes, without recognising its strategic potential. I thought it was detached from business success, perhaps influenced by media portrayals of HR as bureaucratic. For example, in my part-time job at a café, HR functions seemed limited to scheduling shifts, reinforcing my perception of it as routine. This naive view aligns with the argument’s emphasis on traditional HRM’s foundational role, but reflecting now shows how it overlooks human-centred elements, prompting my shift toward appreciating sustainable approaches.
Critical Reflection
Traditional HRM’s strengths lie in its efficiency for compliance and cost control, as supported by Armstrong (2020), who notes its role in stable environments. However, limitations include its dehumanising view of employees, leading to debates in literature about exploitation (Legge, 2005). Critics argue it ignores employee motivation, with research showing high turnover in rigid systems—for instance, in call centres where strict controls cause burnout (Boxall and Purcell, 2016). This is problematic as it undermines long-term sustainability, yet useful for basic alignment of people with goals. Through reflective learning, my thinking has changed; I now understand traditional HRM as a starting point, but its criticisms highlight the need for human-centred shifts, reinforcing the argument for balancing performance with wellbeing.
Analysis in Practice
In practice, traditional HRM means treating people as tools for efficiency, as seen in factory settings where shift patterns prioritise output over work-life balance (Armstrong, 2020). This shows that employees need recognition as individuals, not just resources; for example, ignoring wellbeing can lead to absenteeism, as evidenced in UK manufacturing sectors (CIPD, 2021). Analytically, this underscores the argument’s point that while traditional approaches align with goals, they risk short-termism, necessitating sustainable HRM to foster long-term employee engagement and organisational resilience.
Reflection Integration and Implications
This learning has changed my thinking by shifting me from viewing HRM as administrative to strategic and sustainable. For instance, in a group project simulating HR planning, I now prioritise employee wellbeing in strategies, unlike before. As a future HR strategist, this implies advocating for balanced practices, like flexible working to enhance sustainability. The main takeaway is the need for integration of traditional foundations with human-centred approaches. Overall, this reflection reinforces the argument, emphasising wellbeing for effective leadership.
Conclusion
In summary, this essay has defined traditional HRM, explored supporting theories, and critically reflected on its implications, arguing for a shift toward sustainable, human-centred practices. This has deepened my understanding, highlighting the balance between performance and wellbeing as crucial for future HR roles. Implications include promoting ethical strategies to ensure long-term organisational success.
References
- Armstrong, M. (2020) Armstrong’s Handbook of Human Resource Management Practice. 15th edn. London: Kogan Page.
- Boxall, P. and Purcell, J. (2016) Strategy and Human Resource Management. 4th edn. London: Palgrave.
- CIPD (2021) Health and Wellbeing at Work Survey. London: Chartered Institute of Personnel and Development. Available at: https://www.cipd.co.uk/knowledge/culture/well-being/health-well-being-work.
- Fombrun, C., Tichy, N.M. and Devanna, M.A. (1984) Strategic Human Resource Management. New York: Wiley.
- Legge, K. (2005) Human Resource Management: Rhetorics and Realities. Anniversary edn. Basingstoke: Palgrave Macmillan.
