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Soft and Hard Models of Human Resource Management: A Reappraisal

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  • Catherine Truss
  • Lynda Gratton
  • Veronica Hope‐Hailey
  • Patrick McGovern
  • Philip Stiles

Abstract

Two of the most widely adopted models of human resource management are the hard and soft versions. These are based on opposing views of human nature and managerial control strategies. The hard model is based on notions of tight strategic control, and an economic model of man according to Theory X, while the soft model is based on control through commitment and Theory Y. We argue that because these assumptions are so divergent, they cannot both properly be incorporated within a single model of human resource management. Eight in‐depth case‐studies were carried out, involving questionnaires, interviews and focus groups in order to find out whether organizations were practising either form of HRM. We found that no pure examples of either form existed. The paper concludes that the rhetoric adopted by the companies frequently embraces the tenets of the soft, commitment model, while the reality experienced by employees is more concerned with strategic control, similar to the hard model. This distinction between rhetoric and reality needs to be taken into account in conceptualizations of human resource management.

Suggested Citation

  • Catherine Truss & Lynda Gratton & Veronica Hope‐Hailey & Patrick McGovern & Philip Stiles, 1997. "Soft and Hard Models of Human Resource Management: A Reappraisal," Journal of Management Studies, Wiley Blackwell, vol. 34(1), pages 53-73, January.
    • Handle: RePEc:bla:jomstd:v:34:y:1997:i:1:p:53-73
    DOI: 10.1111/1467-6486.00042
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    Cited by:

    1. Deborah A. Waldron, 1999. "Status in organizations: where evolutionary theory ranks," Managerial and Decision Economics, John Wiley & Sons, Ltd., vol. 19(7-8), pages 505-520.
    2. Nadia Gama & Steve McKenna & Amanda Peticca-Harris, 2012. "Ethics and HRM: Theoretical and Conceptual Analysis," Journal of Business Ethics, Springer, vol. 111(1), pages 97-108, November.
    3. repec:iim:iimawp:13106 is not listed on IDEAS
    4. Kelman, Steven & Hong, Sounman, 2012. ""Hard," "Soft," or "Tough Love": What Kinds of Organizational Culture Promote Successful Performance in Cross-Organizational Collaborations?," Working Paper Series rwp12-005, Harvard University, John F. Kennedy School of Government.
    5. Gholamreza Zandi & Ananda Devan Sivalingam & Shaheen Mansori, 2019. "An Empirical Study in Human Resource Management to Optimize Malaysian School Counselling Department," International Journal of Financial Research, International Journal of Financial Research, Sciedu Press, vol. 11(5), pages 32-39, August.
    6. Roberto Luna-Arocas & Francisco J. Lara, 2020. "Talent Management, Affective Organizational Commitment and Service Performance in Local Government," IJERPH, MDPI, vol. 17(13), pages 1-15, July.
    7. Anuratha Venkataraman & Girish Balasubramanian & Santanu Sarkar, 2014. "Changing Workforce and Transforming Industrial Relations Scenario," Management and Labour Studies, XLRI Jamshedpur, School of Business Management & Human Resources, vol. 39(2), pages 219-228, May.
    8. Roberto Luna-Arocas & Ignacio Danvila-del-Valle, 2021. "Does Positive Wellbeing Predict Job Performance Three Months Later?," Applied Research in Quality of Life, Springer;International Society for Quality-of-Life Studies, vol. 16(4), pages 1555-1569, August.
    9. James S. Bowman & Jonathan P. West, 2007. "Lord Acton and Employment Doctrines: Absolute Power and the Spread of At-Will Employment," Journal of Business Ethics, Springer, vol. 74(2), pages 119-130, August.
    10. Rubio Andrés, Mercedes & Gutiérrez Broncano, Santiago & Montoya Monsalve, Juan Nicolás, 2015. "Could innovative teams provide the necessary flexibility to compete in the current context?," Cuadernos de Gestión, Universidad del País Vasco - Instituto de Economía Aplicada a la Empresa (IEAE).
    11. Martin, Albert & Kabst, Rüdiger, 2013. "Mitarbeiterorientierte Personalpolitik und Unternehmenserfolg: Ein Anwendungsfall der Anreiz-Beitrags-Theorie," Schriften aus dem Institut für Mittelstandsforschung 48, Leuphana Universität Lüneburg, Institut für Mittelstandsforschung (IMF).
    12. Maria Luisa Giancaspro & Amelia Manuti & Alessandro Lo Presti & Assunta De Rosa, 2021. "Human Resource Management Practices Perception and Career Success: The Mediating Roles of Employability and Extra-Role Behaviors," Sustainability, MDPI, vol. 13(21), pages 1-16, October.
    13. Wæraas, Arild & Dahle, Dag Yngve, 2020. "When reputation management is people management: Implications for employee voice," European Management Journal, Elsevier, vol. 38(2), pages 277-287.
    14. KonShik Kim & Tack-Hyun Shin, 2019. "Additive Effects of Performance- and Commitment-Oriented Human Resource Management Systems on Organizational Outcomes," Sustainability, MDPI, vol. 11(6), pages 1-21, March.
    15. Kozica, Arjan & Kaiser, Stephan, 2012. "A Sustainability Perspective on Flexible HRM: How to Cope with Paradoxes of Contingent Work," management revue - Socio-Economic Studies, Nomos Verlagsgesellschaft mbH & Co. KG, vol. 23(3), pages 239-261.
    16. Hanneke Heinsman & Annebel H.B. de Hoogh & Paul L. Koopman & Jaap J. van Muijen, 2006. "Competency Management: Balancing Between Commitment and Control," management revue - Socio-Economic Studies, Nomos Verlagsgesellschaft mbH & Co. KG, vol. 17(3), pages 292-306.
    17. Kelman, Steven J. & Hong, Sounman, 2012. "Hard, Soft, or Tough Love: What Kinds of Organizational Culture Promote Successful Performance in Cross-Organizational Collaborations?," Scholarly Articles 8506868, Harvard Kennedy School of Government.
    18. Kahancová, Marta, 2008. "Embedding multinationals in postsocialist host countries: Social interaction and the compatibility of organizational interests with host-country institutions," MPIfG Discussion Paper 08/11, Max Planck Institute for the Study of Societies.

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