Harvard And Shrm Model

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Human resource management is a part of organization that is responsible for all of the employees in the organization. It is an essential part in the organization, because the way the HR manage the employees influences their behavior, which will also affect the organization success (Delaney & Huselid, 1996). However, most of today’s organizations perceive employee as their “resource” (Blodget, 2013). While in fact, the employees are people, vital assets in the organization who need their very human needs provided by the organization itself (Nankervis & Ananthram, 2013). Therefore, in line with Brown, Metz, Cregan, and Kulik (2009) research, HR department is responsible to manage their employees as effective as possible by providing the right policies and practices that will meet employees’ needs, thus contribute to the organization’s performance and mission. This essay will analyze critically on how and why people are of value to organization based on the model, concepts, and assumptions of Harvard / SHRM model. Besides, it will also discuss how each model can contribute to company success through valuing and managing its employees. Employees are the most valuable thing as they are the people who can add value to the organization through their performance, creativity, and also commitment (Druker, White, Hegewisch, & Mayne, 2010). Most of the organizations, such as IBM are having diverse employees in order to be globally innovative to suffer in the global market place. Identifying external and internal environment such as generation differences (Mountford, 2013), women in the workplace (Metz, 2011), and also the strategy of the organization itself (Boxall & Macky, 2007), will help HR manager to identify the most effective operational structure in providing the necessary support (Brown, Metz, Cregan, & Kulik, 2009). An assumption by Griffiths (1999) is that both younger and older worker has the same perceptions regarding their work life. However, this statement is


Bibliography: Blodget, H. (2013, August 7). Sorry, It 's Not A 'Law Of Capitalism ' That You Pay Your Employees As Little As Possible. Retrieved from Business Insider: http://www.businessinsider.com/companies-need-to-pay-people-more-2013-8?IR=T& Boxall, P., & Macky, K Brown, M., Metz, I., Cregan, C., & Kulik, C. T. (2009). Irreconcilable differences? Strategic human resource management and employee well-being. Asia Pacific Journal of Human Resources, 47(3), 270-294. Delaney, J. T., & Huselid, M. A. (1996). The Impact of Human Resource Management Practices on Perceptions of Organizational Performance. Academic of Management Journal, 39(4), 949-969. Druker, J., White, G., Hegewisch, A., & Mayne, L. (2010). Between hard and soft HRM: human resource management in the construction industry. Construction Management and Economics, 14, 405-416. Edgar, F., & Geare, A. (2005). HRM practice and employee attitudes: different measures - different results. Personnel Review, 34(5), 54-549. Lengnick-Hall, M. L., Lengnick-Hall, C. A., Andrade, L. S., & Drake, B. (2009). Strategic human resource management: The evolution of the field. Human Resource Management Review, 19, 64–85. Metz, I. (2011). Women leave work because of family responsibilities: Fact or fiction? Asa Pacific Journal of Human Resource, 49(3), 285-307. Mountford, H. (2013). I’ll take care of you: the use of supportive work practices to retain older workers. Asia Pacific Journal of Human Resources, 51, 272-291. Murray, P., & Syed, J. (2005). Critical issues in managing age diversity in Australia. Asia Pacific Journal of Human Resources, 43(2), 210-224. Nankervis, A., & Ananthram, S. (2013). Strategic agility and the role of HR as a strategic business partner: an Indian perspective. Asia Pacific Journal of Human Resources, 51, 453-470. Nanverkis, A., Compton, R., Braid, M., & Coffey, J. (2011). Human Resource Management Strategies and Processes (7th ed.). South Melbourne, Victoria: Cengage Learning.

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