Hrm Models
MODELS OF HUMAN RESOURCE MANGEMENT
Understanding models in human resource management (HRM) is essential for any human resource practitioner for three reasons. Firstly, it provides a macro perspective of HRM practice in overall organizational set up. Secondly, the unity and diversity of these models serve as vital inputs in drafting tailor made HRM model for organizations. Thirdly, these models offer answers to quite a few dilemmas that practitioners encounter in their mission to pursue an organizationally dovetailed and business aligned human resource function.
With these objectives in view, this chapter deals with 30 different models in HRM practice. Each of these models illustrates HRM strategy from a particular perspective, it focus, and the principle elements, the overall philosophy and ultimate objective. These 30 models together enabled HRM, practice that include soft and hard variants of HRM, quality enabled HRM, models drawn from religious scriptures, strategy, structure, process aligned HRM, oriented, profit motivated and sectorial based HRM, thus giving a comprehensive and holistic approach to the subject.
BALDRIDGE MODEL OF HRM
Malcolm Baldrige National Quality Award is regarded as the world’s highest quality award that is given annually to organizations is recognition of its quality standards. HRM practices take a central place in quality movement of organizations. A maximum of 1000 points is allocated to different dimension of quality management for assessment under Baldrige award. Out of these, HRM practices get 150 points. Further, these practices like employee development, involvement and empowerment has potential to influence the other dimensions of the award like customer focus, leadership, and quality planning. Keeping in view its importance, Dr Christopher Hart, president of TQM Group-USA and Prof Leonard Schlesinger of Harvard Business School advocated for application of Baldrige framework to Hr in their paper titled “Total Quality
Understanding models in human resource management (HRM) is essential for any human resource practitioner for three reasons. Firstly, it provides a macro perspective of HRM practice in overall organizational set up. Secondly, the unity and diversity of these models serve as vital inputs in drafting tailor made HRM model for organizations. Thirdly, these models offer answers to quite a few dilemmas that practitioners encounter in their mission to pursue an organizationally dovetailed and business aligned human resource function.
With these objectives in view, this chapter deals with 30 different models in HRM practice. Each of these models illustrates HRM strategy from a particular perspective, it focus, and the principle elements, the overall philosophy and ultimate objective. These 30 models together enabled HRM, practice that include soft and hard variants of HRM, quality enabled HRM, models drawn from religious scriptures, strategy, structure, process aligned HRM, oriented, profit motivated and sectorial based HRM, thus giving a comprehensive and holistic approach to the subject.
BALDRIDGE MODEL OF HRM
Malcolm Baldrige National Quality Award is regarded as the world’s highest quality award that is given annually to organizations is recognition of its quality standards. HRM practices take a central place in quality movement of organizations. A maximum of 1000 points is allocated to different dimension of quality management for assessment under Baldrige award. Out of these, HRM practices get 150 points. Further, these practices like employee development, involvement and empowerment has potential to influence the other dimensions of the award like customer focus, leadership, and quality planning. Keeping in view its importance, Dr Christopher Hart, president of TQM Group-USA and Prof Leonard Schlesinger of Harvard Business School advocated for application of Baldrige framework to Hr in their paper titled “Total Quality