NET COMMERCE/MANAGEMENT/LABOUR WELFARE
. HUMAN RESOURCE MGMT MODELS
1. THEY PROVIDE
AN ANALYTICAL FRAMEWORK FOR STUDYING HRM ACTIVITIES AND HRM PRACTICES ADOPTED
LIKE RECRUITMENT ,SELECTION AND TRAINING ETC. AND THEY ALSO HIGHLIGHT THE
IMPORTANCE OF ENVIRONMENT WHICH HAS SIGNIFICANT BEARING ON IT.
2. THEY SERVE AS
A HEURISTIC DEVICE SOMETHING TO HELP US DISCOVER AND UNDERSTAND THE WORLD OF
EXPLAINING THE NATURE AND SIGNIFICANCE OF KEY HR PRACTICES.
3. BASIC PURPOSE
OF THE HRM MODELS ARE:-
a) PROVIDE AN
ANALYTICAL FRAMEWORK FOR STUDYING HRM FOR EXAMPLE HR PRACTICES,SITUATIONAL
FACTORS,STRATEGIC CHOICE LEVEL ETC
b) ADVOCATE THE LEGITIMIZE THE USE OF HRM
c)
SERVE AS A HEURISTIC DEVICE INVOLVING AS AN AID
TO LEARNING,DISCOVERY OR PROBLEM SOLVING TECHNIQUE
MAJOR HRM MODELS:-
a) MATCHING
MODEL OF FOMBRUN,TICHY AND DEVANA
b) THE HARVARD
MODEL
c)
THE GUEST MODEL
d) THE WARWICK
MODEL
THE FOMBRUM, TICY AND DEVANNA MODEL
( THE MICHIGAN/MATCHING MODEL)
( THE MICHIGAN/MATCHING MODEL)
1. HR SYSTEM AND
THE ORGANIZATION STRUCTURE SHOULD BE MANAGED IN A WAY THAT IS CONGRUENT WITH
ORGANIZATION STRATEGY. MAIN FOCUS ON SELECTION,APPRAISAL,DEVELOPMENT AND REWARDS
AND THEIR INTER RELATEDNESS.
2. NATURE AND
SIGNIFICANCE OF KEY HRM ACTIVITIES
THE FOMBRUM,TICY AND DEVANNA MODEL
( THE MICHIGAN/MATCHING MODEL)
1. THE PURPOSE
OF THIS MODEL HUMAN RESOURCE STRATEGIES HAVE A TIGHT FIT TO THE OVER ALL
STRATEGIES
2. IT LIMIT THE
ROLE OF HR TO A REACTIVE,ORGANIZATIONAL FUNCTION AND UNDER EMPHASIZE THE IMPORTANCE
OF SOCIETAL AND OTHER EXTERNAL FACTORS
3. FOMBRUM ET AL
IDENTIFIED FOUR COMMON HR PROCESS PERFORMED IN EVERY ORGANIZATION
a. SELECTION:
MATCHING PEOPLE TO JOB
b. APPRAISAL OF
PERFORMANCE
c.
REWARD : EMPHASIZING THE REAL IMPORTANCE OF PAY
AND OTHER FORMS OF COMPENSATION IN
ACHIEVING THE RESULTS
DEVANNA
·
CONCEPTUAL LEVEL IT APPEARS TO MORE
RATIONAL,MECHANICAL FORM OF ORGANIZATION DECISION MAKING
·
INCOMPLETE FOCUSING ONLY ON FOUR FUNCTIONS OF
HRM AND IGNORE OTHERS
THE HARVARD MODEL
·
THE MEMBERS OF THE HARVARD SCHOOL OF HRM
INCLUDING MICHAEL BEER,RICHARD WALTON AND BERT SPECTOR AMONGST HAVE BEEN CALLED
FOUNDING FATHER OF THE HRM
·
WAS DEVISED TO ASSIST MANAGERS IN THEIR
ASSESSMENT OF THE EFFECTIVENESS OF HUMAN RESOURCE POLICIES AND PRACTICES.
·
ANALYTICAL APPROACH TO THE DETERMINANTS OF THE
HRM POLICIES AS WELL AS THEIR CONSEQUENCES
THE HARVARD
SCHOOL SUGGESTED THE HRM HAD TWO CHARACTERISTICS FEATURES
1. LINE MANAGERS
ACCEPT MORE RESPONSIBILITY FOR ENSURING THE ALIGNMENT OF THE COMPETITIVE
STRATEGY AND PERSONNEL POLICIES
2. THE PERSONNEL FUNCTION HAS THE MISSION OF SETTING POLICIES THAT GOVERN HOW PERSONNEL
ACTIVITIES ARE DEVELOPED AND IMPLEMENTED IN WAYS THAT MAKE THEM MORE
REINFORCING
THE HARVARD MODEL
THE HARVARD MODEL
THE STAKE HOLDERS INTEREST
TRADE OFFS BETWEEN THE INTEREST OF OWNERS AND THOSE
OF EMPLOYEES AND OTHER INTEREST GROUPS.
THE SITUATIONAL FACTORS
INFLUENCE
MGMT ‘S CHOICE STRATEGY
THE
CONTINGENT FACTORS INCLUDED:-
a) WORK FORCE
b) BUSINESS
STRATEGY AND CONDITIONS
c)
MGMT PHILOSOPHY
d) LABOUR MARKET
e) UNIONS
f)
TASK TECHNOLOGY
g) LAWS AND
SOCIETAL VALUES
HR POLICY CHOICES
a) EMPLOYEE
INFLUENCE:-DELEGATED LEVELS OF
AUTHORITY,RESPONSIBILITY,POWER
b) HR FLOWS:
RECRUITMENT,SELECTION,PROMOTION,TRANSFER AND TERMINATION
c)
REWARD SYSTEM : PAY SYSTEM.MOTIVATION ETC
d) WORK SYSTEM :
DESIGN OF WORK AND ALIGNMENT OF PEOPLE
HRM POLICY CHOICES LEADS TO 4 C OF HR POLICY OUTCOMES:-
1. COMMITMENT:
2. CONGRUENCE OF
GOALS OF THE EMPLOYEES AND THOSE OF THE ORGANIZATION AT LARGE
3. COMPETENCE
4. COST
EFFECTIVENESS
LONG TERM CONSEQUENCES
EVALUATION AT
THREE LEVELS:-
1. INDIVIDUAL
LEVEL : WELL BEING SHOULD BE CONSIDERED AS SEPARATE ENTITY AS WELL AS IN
CONJUNCTION WITH THE ORGANIZATIONAL DECISIONS
2. ORGANIZATIONAL
LEVEL: CONTRIBUTION TO BUSINESS GOALS AND ON GOING ORGANIZATIONAL GOALS
3. SOCIETAL:
SOCIAL IMPLICATIONS
FEED BACK LOOP IS SIXTH COMPONENT
HARVARD MODEL IS PREMISED ON THE BELIEF THAT IT
IS THE ORGANIZATION’S HUMAN RESOURCES THAT GIVE COMPETITIVE ADVANTAGE THROUGH
TREATING THEM ASSETS AND NOT COSTS
THE GUEST MODEL
DEVELOPED BY
DAVID GUEST IN 1997
LOGICAL SEQUENCE:-
1. HR STRATEGY
2. HR PRACTICES
3. HR OUTCOMES
4. BEHAVIORAL
5. PERFORMANCE
OUTCOME
6. FINANCIAL
OUTCOME
HR MANAGER
HAS SPECIFIC STRATEGIES WHICH REQUIRE CERTAIN PRACTICES AND WHEN EXECUTED WILL
RESULT IN OUTCOMES:-
1. BEHAVIORAL
2. PERFORMANCE
3. FINANCIAL
RELATED
FINANCIAL
RESULT DEPEND UPON EMPLOYEE PERFORMANCE WHICH IS THE RESULT OF ACTION ORIENTED
EMPLOYEE. BEHAVIORAL OUTCOME ARE THE RESULT OF COMMITMENT OF EMPLOYEE INFLUENCE
BY HR PRACTICES
GUEST MODEL
1. ACKNOWLEDGES
THE CLOSE LINKS BETWEEN HR STRATEGY AND GENERAL BUSINESS STRATEGIES OF
DIFFERENTIATION,FOCUS AND THE COST
2. HR
OUTCOME : HIGH EMPLOYEE COMMITMENT,HIGH
QUALITY AND FLEXIBILITY
3. FOCUSES THE
LINK BETWEEN HR PRACTICES AND
4. HR
OUTCOME : HIGH EMPLOYEE COMMITMENT,HIGH
QUALITY AND FLEXIBILITY ACHIEVED SUPER
PERFORMANCE OUTCOME IS EXPECTED
THE GUEST MODEL OF HRM
THE WARWICK MODEL
DEVELOPED BY
HENDRY AND PETTIGREW UNIVERSITY OF WARWICK
FIVE
ELEMENTS
1.
OUTER CONTEXT( MACRO ENVIRONMENTAL FORCES)
2.
INNER CONTEXT( FIRM SPECIFIC)
3.
BUSINESS STRATEGY CONTEXT
4.
HRM CONTEXT
5.
HRM CONTENT
MAPS THE CONNECTION BETWEEN EXTERNAL FORCES ON HRM AND EXPLORES HOW HRM
ADJUSTS TO CHANGES IN THE CONTEXT.
THE WARWICK MODEL
THE ULRICH MODEL
DAVE ULRICH
LIFTED HR FROM A MERE TRANSACTIONAL TO TRANSFORMATIONAL ROLE
HR SHOULD NOT
BE DEFINED BY WHAT IT DOES BUT BY WHAT IT DELIVERS RESULT THAT
ENRICH THE ORGANIZATIONAL VALUE TO THE CUSTOMERS.INVESTORS AND EMPLOYEES
HR CAN
DELIVER IN FOUR WAYS
1. STRATEGIC
PARTNER: ALIGNING HR INITIATIVE WITH STRATEGIC ORGANIZATIONAL GOALS
2. CHANGE AGENT:
RENEWED ORGANIZATION WHICH IS MORE COMPETITIVE
3. ADMINISTRATIVE
EXPERT:- EFFICIENT PROCESS
4. EMPLOYEE
CHAMPION: EMPLOYEE CONTRIBUTION BY LISTENING AND RESPONDING TO EMPLOYEE NEEDS AND BY ADOPTING SUITABLE HR PRACTICES
No comments:
Post a Comment