• Models of Human Resource Management
    treating them as assets and not costs. The Michigan/Matching Model The Michigan model was propounded by Fombrun Tichy and Devanna (1984) at the Michigan Business School. They also named this model a matching model of HRM. Precisely, the matching aspect of this model demonstrates that the...
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  • Human Resources Notes
    Devanna (1984) at the Michigan Business School. ← They also named this model a matching model of HRM. ← Precisely, the matching aspect of this model demonstrates that the model is inclined towards the harder side of HRM. ← This is because the matching model emphaizes...
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  • “Critically Assess the View That Human Resource Management Practices Should Be Designed to Fit the Business Strategies and Objectives” 
    external business environment impacts their mission and strategy according to the matching model accredited to Devanna et al (1984). The mission and strategy is supported by the organisational structure and the Human resource management practices. Therefore, changes in the external forces would also...
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  • Soft/Hard Hrm
    will vary from org to org and is dependant on org context. 2. Differing views cannot exist as everyone should be working toward achieving the same goal-success of the business. • Matching Model-Michigan Business School (Fombrun, Tichy and Devanna, 1984). There are many similarities with the Harvard...
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  • Human Resorces
    HUMAN RESOURCES BEST FIT A harder approach - people as human resourcesA different view of HRM is associated with the Michigan Business School (Fombrun, Tichy and Devanna, 1984). There are many similarities with the Harvard 'map' but the Michigan model has a harder, less humanistic edge...
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  • Term Paper
    and trust. The matching model of HRM One of the first explicit statements of the HRM concept was made by the Michigan School (Fombrun et al, 1984). They held that HR systems and the organization structure should be managed in a way that is congruent with organizational strategy (hence the name...
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  • Snack industry
    implemented in the company, Global competitiveness and Strategic HR, Linkage of organizational and HR strategies Models of SHRM – The Integrated system model, Devanna et. Al – strategic human resource management “matching model” 2 + 2 2 HR Procurement : Job Analysis and Design – Job Analysis...
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  • Strategic Human Resource Management
    opportunities, reward and recognition tied to performance. 3. Models and frameworks of strategic human resource management a) The Fomburn, Tichy and Devanna model of HRM: The early HRM model developed by Fombrun (1984) emphasizes the interrelatedness and the coherence of human resource...
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  • Hrm Study Materials
    processes and skills.  Power, legal procedures and communication skills are important. Theoretical perspectives on HRM  Five major HRM models:  Provide an analytical framework for studying HRM.  Legitimate certain HRM practices.  Establish variables and relationships to be researched...
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  • Strategic Human Resource Management
    HRM Mission and Strategy Economic Forces Political Forces Cultural Forces Source: Devanna et al.’s strategic human resource management ‘matchingmodel (Devanna et al. 1984) It uses HR policies and practices interestedly with each other and with the goals of the organization to obtain...
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  • HRM relates to the management
    forces Cultural forces Mission and strategy Firm Organisation structure Figure 2.5 Human resource management Devanna et al.’s matching model of strategic HRM Source: Devanna et al., 1984 Strategic human resource management 49 (Boxall, 1996). In the matching model...
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  • Issues Hrm
    much as possible Sparrow and Hiltrop (1994), pointing out that this is a 'matching' model of strategic HRM originally outlined by Tichy, Fombrun and Devanna (1982), state that: "The philosophy does not limit itself to direct employees of an organization. Therefore humans or people - as opposed...
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  • What Steps Need to Be Taken to Ensure That Hr Practices Address the Need for Long Term Productivity and for a Workplace in Which Relationships Are Built on Trust and Mutual Respect?
    internal consistency between HR functions. * Third, he spreads his belief in ‘internalisation’ of the importance of integration of HRM and corporate strategies by the line managers (Legge, 1995). Fombrun et al.’s (1984) ‘matching model’ emphasises the...
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  • csdcsd
    assumption of some `matching models' of hard HRM which argue that an appropriate human resource strategy can be found for any business strategy is that there is a simple, linear relationship between strategy and human resource strategy, particularly where it is argued that typologies of linkages...
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  • Hr Strategy & Competitive Advantage
    , & DeVanna, 1982). In recent years human resource management has been integrated as the process of strategic management, through the development of a new discipline denominated strategic HRM (Wright and McMahan, 1992). Strategic human resource management (SHRM) is defined as a distinctive approach...
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  • International Human Resource Management
    matching model’ Forbrun, Tichy & Devanna (1984) is based on the view that human resource practices should match and support business strategy. Kamoche (1994) points out that the application of business models leads to an emphasis on shortermism and financial rationalization which is against...
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  • Decrease
    referred to as the ‘matchingmodel. The matching model Early interest in the ‘matchingmodel was evident in Devanna et al.’s (1984) work: ‘HR systems and organizational structure should be managed in a way that is congruent with organizational strategy’ (p. 37). This is close to Chandler’s (1962...
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  • Establishing a Competitive Advantage
    sectors of a business and by offering incentives they can increase points such as commitment and ability. The second model is called the Michigan model (Appendices 2) or hard HRM. This model is normally referred to as the ‘matching model’ or best-fit approach. The model is an amalgamation of internal...
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  • Human Resource Management
    developed by Michigan University academicians namely Formbrun, Tichy & Devanna (1984) and from the Harvard University academician namely Beer, Spector, Lawrence, Mills and Walton (1985) Michigan Model This model is referred as the hard HRM which emphasis on treating employees as a mean of achieving...
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  • Foundations of Bussiness
    more inclined to do a better job, as they will be more loyal. This would also decrease the staff turnover. Taking a hard HRM approach, Michigan Business School (Fombrun, Tichy and Devanna, 1984), treats business people as its human resources. This approach is known as the matching model. This...
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