2: HRM Theories and Safety – A Conceptual Understanding

Why HRM is Important for Workplace Safety

When thinking about workplace safety, it is easy to assume that it is mainly about rules, procedures, and protective equipment. However, from an HRM perspective, safety goes much deeper than that. It is closely connected to how employees are managed, how work is organised, and how decisions are made within an organisation.

In simple terms, HRM shapes the environment in which employees work. This includes recruitment, training, performance management, and workplace culture. Because of this, HRM plays a major role in determining whether safety is taken seriously or treated as a secondary issue.

In the vending machine industry, where employees are involved in physical and technical tasks, the role of HRM becomes even more important. Without proper management, even basic safety procedures may not be followed consistently.

 Harvard Model of HRM

The Harvard Model is one of the key frameworks used to understand HRM. It highlights that employee wellbeing should be an important outcome of organisational practices. This means that organisations should not only focus on achieving business goals but also on protecting and supporting their employees.

In theory, this model suggests that organisations should:

• Provide safe working conditions
• Support employee health and wellbeing
• Balance organisational goals with employee needs

However, when we look at real working environments, there is often a difference between theory and practice. In industries like vending, there is a strong focus on efficiency, productivity, and cost control. Because of this, safety may sometimes be treated as a requirement rather than a priority.

For example, a company may have safety policies in place, but if employees are under pressure to complete tasks quickly, those policies may not be followed properly.

This shows that while the Harvard Model promotes employee wellbeing, its success depends on how seriously organisations apply it in real situations.

Best Practice vs Best Fit Approach

Another important concept in HRM is the difference between best practice and best fit.

• Best Practice means applying the same policies and procedures across all employees.
• Best Fit means designing policies based on the specific needs of different roles.

In the vending industry, a best fit approach is more practical. This is because different roles involve very different types of work and risks.

For example:

• A machine filler deals with repetitive physical tasks
• A delivery driver handles transport and heavy lifting
• A technician works with electrical systems

 If the same safety policy is applied to all these roles, it may not fully address their specific risks.

This highlights the importance of designing safety practices that match the nature of each job. HRM should not take a “one-size-fits-all” approach, especially in industries with diverse operational roles.

 Psychological Contract

The psychological contract refers to the unwritten expectations between employees and employers. It is not a formal agreement, but it strongly influences how employees feel about their work.

One of the most basic expectations employees have is that their workplace will be safe. They expect their employer to:

• Provide proper training
• Ensure safe working conditions
• Protect them from unnecessary risks

When these expectations are not met, employees may feel:

• Frustrated
• Stressed
• Less committed to their job task

Over time, this can affect their performance and their relationship with the organisation.

 For example, if an employee feels that safety is being ignored, they may start to lose trust in management. This can lead to lower motivation and even higher turnover.

This shows that safety is not just a physical issue,it is also linked to employee attitudes and behaviour.

 HRM Safety Model (Conceptual Diagram)

A useful way to understand the relationship between HRM and safety is through a simple model:

HR Policies → Safety Practices → Employee Wellbeing → Organisational Performance

 This model explains that:

1. Organisations create policies related to safety
2. These policies influence how work is actually carried out
3. Safe working practices improve employee wellbeing
4. Healthy employees perform better and contribute more to the organisation

Careful thinking:

While this model looks simple, the challenge is in its implementation.

In many cases:

• Policies are well written
• Training is provided

But:

• Employees may still take shortcuts
• Managers may prioritise speed over safety

 This creates a gap between what organisations say and what actually happens.

From my understanding, this is one of the biggest challenges in HRM. It is not enough to create policies, organisations must ensure that those policies are followed in everyday work.

Linking Theory to the Vending Industry

In the context of the vending machine industry, these HRM theories help us understand why safety issues occur.

• The Harvard Model shows that safety should be part of organisational strategy
• The Best Fit approach explains why different roles need different safety measures
• The Psychological Contract highlights how safety affects employee attitudes

these theories show that safety is not just about preventing accidents. It is about creating a work environment where employees feel protected, supported, and valued.

From what I have learned, workplace safety cannot be separated from HRM. It is influenced by decisions at every level of the organisation.

 If HRM is strong:

• Safety improves
• Employees feel secure
• Performance increases

 If HRM is weak:

• Safety is ignored
• Risks increase
• Employee wellbeing suffers

• Armstrong, M. and Taylor, S. (2020) Armstrong’s Handbook of Human Resource Management Practice
• Guest, D. (1987) ‘Human Resource Management and Industrial Relations’, Journal of Management Studies