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Human Resource Management (HRM) is a planned approach to managing people effectively for performance. It aims to establish a more open, flexible and caring management style so that staff will be motivated, developed and managed in a way that they can give of their best to support departments* missions. Good HRM practices are instrumental in helping achieve departmental objectives and enhance productivity.

For the purpose of sharing experience and providing reference in launching HRM initiatives, we have gathered in this booklet some good examples introduced by departments. HRM Good Practices In Departments Since launching HRM movement in 1994 in the civil service, the Civil Service Bureau has sponsored and individual departments have introduced various HRM initiatives. In taking HRM forward, we need a strategic and integrated approach in managing people effectively for performance.

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In taking a strategic and integrated approach, HRM is linked to the department’s strategic direction in a systematic way. Such an approach is often reflected in the following practices – •clarifying a department’s strategic direction by way of articulating its Vision, Mission and Values statement; •establishing the strategic linkage and integrating HR programmes through a HRM Plan; and •projecting its short to long term human resource needs through a Manpower Plan.

At the same time, all managers must adopt a more open, flexible and caring style in managing their staff. Such an approach is reflected in a number of ways. The three most common practices are – •managing people effectively for performance through an open Performance Management System (PMS) that will call for individual objectives tied to departmental objectives, regular coaching, and developing staff on the job;

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