Models of Hrm

Only available on StudyMode
  • Download(s) : 1992
  • Published : October 25, 2008
Open Document
Text Preview
Harvard Analytical Framework for Human Resource Management

Stake holder
Interests
Shareholders
Management
Employee GroupsHRM policyHR outcomesLong-Term
GovernmentchoicesConsequences
CommunityEmployeeCommitmentIndividual
UnionsinfluenceCompliancewell-being
Human resourceCongruenceOrganisational
flowCost effectivenesseffectiveness
Rewards systemsSocietal well-Work Systemsbeing Situational
Factors
Workforce
characteristics
Business Strategy
and conditions
Management
philosophy
Labour Market
Unions
Task Technology
Law and
societal values

Source: Beer et al (1984)

The Human Resource Cycle:

Rewards

Selection PerformanceAppraisal

Training

Source: Fombrun et al (1984)

Strategic Human Resource Management and Environmental Pressures

Political
forces

Economic Cultural
forces forces

Mission and
strategy

Firm

OrganisationalHuman
structureresource
management

Source: Fombrun et al (1984)

The Warwick model of Strategic Change and Human Resource Management

Socioeconomic
Technological
Political-legal
Competitive

Inner context

Culture
Structure
Politics/leadership
Task-technology
Business outputs

Business strategy
contentHRM content

ObjectivesRole
Product-marketDefinition
Strategy & tacticsOrganisation
HR outputs

HRM context

HR flows
Work systems
Reward systems
Employee relations

Source: Hendry and Pettigrew (1992)

Guest’s Theory of SHRM

HRM PoliciesHuman Resource Outcomes Orgnisational Outcomes

High
Organisational designJob performance

Management of change Strategic IntegrationHigh
Problem-solving
Change
Recruitment CommitmentInnovation
selection
socialisation

Appraisal training FlexibilityHigh
developmentCost Effectiveness

Reward systems QualityLow
Turnover
Absence
Grievances

Leadership/ Culture/Strategy

Source: Adapted from Guest (1989)

Storey’s Model of mapping the various meanings of SHRM

STRONG

A distinctive approach to labour management

III
Strategic interventionsStrategic Interventions
designed to elicitdesigned to secure full
commitment and to developutilisation of labour
resourceful humansresources

Integrated withEmployees are viewed as a cost to be minimised
business strategy

SOFTHARD

Internal integration
Just another term
for ‘personnel’
Emphasis on individualism, with an
an awareness of the benefits of Inherently anti trade union
collectivism in certain areas

WEAK

Source:Storey(1992)
Storey’s Twenty Five Point Checklist

DimensionPersonnel and IRSHRM

Beliefs and assumptions

1.ContractCareful delineation of written Aim to go beyond contractContracts 2.RulesImportance of devising clear rulesCan do outlook: 3.Guide to management actionProcedures / consistency control‘Business need/ flexibility commitment 4.Behavioural referentNorms / customs and practiceValues/mission 5.Managerial task vis-a-vis labourMonitoringNurturing

6.Nature of relationsPluralistUnitrist
7.Conflict...
tracking img