FATIMA M.

CHIN MBA-1 MARCH 15, 2020

LEARNING ACTIVITY SHEET #1

Basic Human Resource Management Philosophy

1. Respect for dignity and essential freedom of individuals – The philosopher, Immanuel Kant
postulated the dignity of the human being as central to human life. According to Kateb (2011),
human dignity indicates that all individuals are equal, it also represents an existential value. This
means that every human being has a dignity which does not have to be earned. Pirson and
Dierksmeier (2014) states that human dignity can be used as a pattern on which organizations
can be founded or managed. Taking human dignity as the principle starting point of the
organizing process has several implications for Human Resource Management. It does not only
entail the right for the people to be treated with dignity, but also the duty to behave in a dignified
way and to treat others with dignity.

2. Belief in people’s capacity to be self-directed – According to Knowles (1975), human being

grows in capacity and need to be self-directing. Self-directed learning refers to self-learning in
which learners have fundamental responsibility for their own educational experiences. Self-
directed learning is particularly relevant in today’s complex situation when both leaders and
employees must assume personal responsibility for their learning.

3. Commitment of management officers to leadership by example – Leadership is one of the

key driving forces for improving firm performance. Leaders, as the key decision-makers,
determine the acquisition, development, and deployment of organizational resources, the
conversion of these resources into valuable products and services, and the delivery of value to
organizational stakeholders. Thus, they are potent sources of managerial rents and hence
sustained competitive advantage (Avolio, 1999; Lado, Boyd, & Wright, 1992; Rowe, 2001).

4. Drive of organization’s management with regard to people issues –

5. Focus on enhancement of organizational productivity and effectiveness and their relation

to people-to-people and people-system interfaces – Achieving organizational effectiveness is the
ultimate purpose to be focused by any organization that takes enormous effort to maximize
employees’ task efficiency, commitment, and sustain intrinsic motivation to perform well in
difficult times. According to Daft (1995), organizational effectiveness has been widely accepted
as the degree to which an organization realizes its goals. Also an effective organization is both
efficient in economic and technical aspects, and able to adapt itself to the external changes as
well (Carnall, 2003).

6. Dedication to employees’ development in ways which are satisfying to the individual and
beneficial to the organization – Employee development is one of the most significant functions
of human resource practice. In a recent research suggests that ‘high commitment’ human
resource practices, such as employee development, affect organizational outcomes by shaping
employee behaviors and attitudes. Employee development is vital in maintaining and developing
the capabilities of both individual employees and the organization as a whole.