This study examinesthe two parallel endsi.e. Rhetoric(DevelopmentalHumanism) and Reality(UtilitarianInstrumentalism) inworkforcemanagement.
• Focuses on integration of humanresource policies, systems andactivities with business strategy.• Considered as expense of doingbusiness• Deploying humanresources asnumbers and skillsat the right pricerather than thesource of creativeenergy
• The focus is on treatingemployees as valuedassets and a source ofcompetitive advantage• Capable of developmentand worthy of trust• Generating commitmentvia communication,motivation and leadership• The focus is on the"human" in HRM• Employee empowerment
Paired Sample T-Test is used here. The null hypothesis specifies that the mean will remain unchanged since there is no difference between humanism and instrumentalism. The significant value is greater than 0.05 therefore ACCEPT Ho. If significant value is 0.269>0.05 ACCEPT Ho Paired Samples Statistics Std. Error Mean N Std. Deviation Mean Pair 1 Human_SM 3.05 200 .419 .030 Instru_SM 3.01 200 .442 .031 Paired Samples Test Paired Differences 95% Confidence Std. Error Interval of the Difference Mean Std. Deviation Mean Lower Upper t df Sig. (2-tailed)Pair 1 Human_SM - Instru_SM .045 .570 .040 -.035 .124 1.109 199 .269
• There is no such differencebetween instrumentalism andhumanism•Whilst hard and soft HRMboth give weight to a link withstrategy and the importanceof people hence no differencebetween the two.