SHRM Models and Concepts
SHRM Models and Concepts
SHRM Models and Concepts
concepts
What is HRM?
The term personnel management [describes] the policies,
processes and procedures involved in the management of
people in work organisations..primarily concerned with
employment regulation the ways in which people are
selected, appraised, trained, paid, disciplined (Sisson, 1989)
The main dimensions of HRM [involve] the goal of integration
[with business strategy and between HR policies], the goal of
employee commitment, the goal of flexibility, the goal of
quality
(Guest, 1987)
approach:
Distinctive
approach:
Developing
Developing human
human resource
resource strategies
strategies
Aligning
Aligning employee
employee expectations
expectations with
with strategy
strategy
Designing
Designing the
the
organisation
organisation
Defining
Defining
staffing
staffing
needs
needs
Sharing
Sharing success
success
Managing the
HR function
Enabling
Enabling and
and
evaluating
evaluating performance
performance
Developing
Developing
effective
effective
managers
managers
Strategic
Strategic
staffing
staffing
Developing
Developing
capabilities
capabilities
Managing HR strategically
Leopold, et al (2005:21) suggest that
strategic human resourcing must involve the
establishing of clear principles about how
people are to be treated and the shaping of
practices that implement these values and
principles.
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staffing
Line mgrs
admin
HRM
Consultants
advisers
Subcontractors
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HR
Generalists
HR
Specialists
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Personnel Mgt
HRM
Psychological contract
Compliance
Commitment
Control systems
External controls
Self- control
Employee relations
perceptive
Preferred
structures/systems
Bureaucratic/mechanistic,
centralised, formal defined
roles
Roles
Specialist/professional
Evaluation criteria
Cost minimisation
Change
Maker
Advisor
Intervention
Non-Intervention
Facilitator
(handmaiden)
Regulator
Tactical
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strategic
Integrated
Managerial
Unitarist
Individualistic
Aimed at achieving organisational goals and
maximising competitive advantage
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environmental developments
Internal developments
Social system
Technical system
External developments
Economic globalisation
Technological development
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No relationship
HR
Strategy
Organisational
Strategy
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HR
Strategy
Economic
Forces
Cultural
Forces
Mission and
Strategy
Organisation
Structure
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HRM
Effective
selection
Employee
performance
Appraisal
Training
and
development
Selection
Performance
Appraisal
Training
21
Organisational
Strategy
22
HR
Strategy
23
24
HR
Strategy
3 Theoretical Perspectives
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1.
2.
3.
Universalist approach
(Guest 1989)
Strategic integration: ensuring HRM is fully integrated into
strategic planning and that line managers use HRM
practices
26
Universalist approach
(Guest 1989) (2)
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Stakeholder
interests
HRM policy
choices
Situational
factors
HR
outcomes
Long term
consequences
HR outcomes
Commitment
Employee
influence
Competence
Cost effectiveness
Workforce characteristic
Human resource
flow
Rewards systems
Management philosophy
Work systems
Situational factors
Labour market
Unions
29
HR policy
choices
Task technology
Laws and societal values
Congruence
Long term
consequences
Individual well
being
Organisational
effectiveness
Societal well
being
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Resource-Based Approach
(Boxall, 1996)
Concerned with the relationships between internal resources
(human resources are only one), strategy and firm
performance. The focus is not just on the behaviour of human
resources (fit approach), but on the skills, knowledge, attitudes
and competencies which underpin this
Briggs & Keogh (1999): business excellence is not just about best
practice or leapfrogging the competition, but about the
intellectual capital and business intelligence to anticipate the
future, today.
31
Resource-Based Approach
(Barney, 1991)
States that in order for a resource to result in sustained
competitive advantage it must meet four criteria:
1.
2.
3.
4.
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Resource-Based Approach
(Wright, et al (1994)
Business
Strategy
External
Forces
HRM Strategy
& Practices
Employee
Skills,
Abilities
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Employee
Behaviour
Business
Performance
(Sustained CA)
Problems matching HR to
business strategy (Armstrong & Long)
Evolutionary
National
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Legal requirements
override any strategic requirements
HR effectiveness
Business
strategy
HR
practices
HR
outcomes
Quality of goods
and services
Financial
performance
HR
strategy
Productivity
Adapted from Guest et al (2003)
Role of HR
Organisational Performance
The Rational (Hard)
Corporate strategy
Results (Performance)
Create
References
39
Armstrong, M (2001) A Handbook of Human Resource Practice, 7th Edition, Kogan Page, Chapters 3 &19
Beardwell, I. & Holden, L. (2001) HRM: A Contemporary Approach (3rd edn) Harlow, FT/Prentice Hall Chs
1&2
Boxall, P. and Purcell, J. (2008) Strategy and HRM cited in Kew, J. and Stredwick, J. (2010, 4) Human
Resource Management in a Business Context. London, CIPD
Collins, J. C. & Porras, J. I. (1998) Built to Last, London: Century Ltd
Guest, D., J. Michie, N. Conway and M. Sheehan (2003) 'Human resource management and corporate
performance in the UK', British Journal of Industrial Relations, 41, 2, June. p. 291-304.
Higgs, M,. & Dulewicz, V. (2002) Making Sense of Emotional Intelligence, ASE, Granada Learning Ltd
Kew, J., and Stredwick, J., (2010) Human Resource Management in a Business Context, London, CIPD
Mintzberg, H. (1998) The Structuring of Organisations in Mintzberg, H., Quin, J.B. and Ghoshal, S., The
Strategy Process. Hemel Hempstead, Prentice Hall Europe.
Torrington, D, Hall, L and Taylor, S (2005) Human Resource Management, 6th edition, Prentice Hall,
Chapters 1&2
Walton J, (1999), Strategic Human Resource Development, 1st edition, Pearson Education, Chapter 5
Watson J, Harris L, Leopold J, (2005), The Strategic Management of Human Resources, 1st edition, FT
Prentice Hall, Chapter 1