Hrm models

Apr 5, 2013Download as PPTX, PDF53 likes63,571 views

This document discusses several models of human resource management (HRM), including the Harvard model developed in 1984, the Michigan model, and the strategic HRM model. The Harvard model focuses on employee commitment rather than control and sees HRM as a strategic partner aligned with business objectives. It evaluates HR policies based on their impact at the individual, organizational and societal levels. The Michigan model emphasizes matching the right people to the right jobs and using selection, appraisal and rewards to increase organizational effectiveness. The strategic HRM model aims to attract, retain and develop employees through financial and non-financial rewards in order to improve efficiency, adaptability and performance.

Developed By

QUIN
BEER LAWRENCE SPECTER WALTAN
MILLS

HARVARD SCHOOL

1984

Strategic map to guide all managers in their relations with
employees and concentrates on the human or soft aspect of HRM

WOOD 1995

Strives at employee commitment not
control
babar.fazi@gmail.com 3

Harvard Model of HRM

babar.fazi@gmail.com 4

customer
Strategic competi
Partner tor
Govern Employ
ment ees

Venders Creditors
STACK
HOLDERS

Industry Board
Experts of
Directors

General Shareh
Public Investment
older
Analysis &
Media Financial
Community
babar.fazi@gmail.com 5

Employee Influence Reward
• Authority • Pay systems
• Responsibility • Incentives
• Power • Motivation

HUMAN
RESOURCE
POLICY
AREAS
HR Flow Work System
• Recruitment, Selection • Design of work
• Placement, Promotion • Alignment of people
• Assessment, Appraisal
• Termination babar.fazi@gmail.com 6

• psychological
attachment
HR OUTCOMES
4 C’S
Commitment

• similarity between • Wage • Ability to do job
objects/individuals • Turnover Properly
• Benefits
• Absenteeism
• Strikes
Cost Competence
Congruence Effectiveness
babar.fazi@gmail.com 7

Attract
Employees
organizatio sense of
n benefits self-worth
HRM Keep
Policies Employees
economic
employees well-being
'experience
Develop
Employees

babar.fazi@gmail.com 9

Congruence means
similarity between Level of congruence in HRM policies
objects/individuals
• Management and employees
Lacking of Congruence *
leads to –
Low level of • Employee groups
*
 Trust
Common purpose • Organization and the community
*
High costs in terms of
Money
• Employees and their families
Time *
Energy
Stress • Individual
*
babar.fazi@gmail.com 10

WAGES

BENEFITS
INDIVIDUAL

ORGANIZATION
TURNOVER
SOCIETY

ABSENTEEISM

STRIKES

babar.fazi@gmail.com 11

Societal
wellbeing
Long-term
consequences (both
Organizational
benefits and costs) effectiveness &
efficiency
of human resource
policies should be
evaluated at three
levels
Individual
welfare

babar.fazi@gmail.com 12

PYSCHOLOGICAL

PHYSIOLOGICAL

ECONOMICAL

Organization

babar.fazi@gmail.com 13

HR Policies

Efficiency Price
performance

Organization
short-term
Adaptability al Goals/
results
Survival

service long-term
performance results

babar.fazi@gmail.com 14

What are the societal costs of a strike or a layoff

Physical health
Psychological
problems
problems

Community

Local Federal
Agencies Govt
State
babar.fazi@gmail.com 15

Human
Resource
Development

Organizational
Selection Appraisal Effectiveness

Rewards

babar.fazi@gmail.com 18

Matching
People to Job
Organizational Right Person
Requirements on Right job

babar.fazi@gmail.com 19

Rewards system/ Pay policy leads to Human development

• Base Salary • Praise
• Pay Incentives • Recognition
• Employee • Time off
Benefits
Financial Non-financial
Reward Rewards
babar.fazi@gmail.com 23

Opportunities
• New Hired • Distribute
Employees • To Learn to Achieve
Skills Tasks

Training Resources

babar.fazi@gmail.com 24

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Hrm models

1. 1 [email protected]

2. [email protected] 2

3. Developed By QUIN BEER LAWRENCE SPECTER WALTAN MILLS HARVARD SCHOOL 1984 Strategic map to guide all managers in their relations with employees and concentrates on the human or soft aspect of HRM WOOD 1995 Strives at employee commitment not control [email protected] 3

4. Harvard Model of HRM [email protected] 4

5. customer Strategic competi Partner tor Govern Employ ment ees Venders Creditors STACK HOLDERS Industry Board Experts of Directors General Shareh Public Investment older Analysis & Media Financial Community [email protected] 5

6. Employee Influence Reward • Authority • Pay systems • Responsibility • Incentives • Power • Motivation HUMAN RESOURCE POLICY AREAS HR Flow Work System • Recruitment, Selection • Design of work • Placement, Promotion • Alignment of people • Assessment, Appraisal • Termination [email protected] 6

7. • psychological attachment HR OUTCOMES 4 C’S Commitment • similarity between • Wage • Ability to do job objects/individuals • Turnover Properly • Benefits • Absenteeism • Strikes Cost Competence Congruence Effectiveness [email protected] 7

8. How workers feel about their jobs Dignity To what extent ? Identity Loyalty COMMITMENT Societal spin-off Better performance Enhanced self worth Psychological involvement Turnover Absents Grievances [email protected] 8

9. Attract Employees organizatio sense of n benefits self-worth HRM Keep Policies Employees economic employees well-being 'experience Develop Employees [email protected] 9

10. Congruence means similarity between Level of congruence in HRM policies objects/individuals • Management and employees Lacking of Congruence * leads to – Low level of • Employee groups *  Trust Common purpose • Organization and the community * High costs in terms of Money • Employees and their families Time * Energy Stress • Individual * [email protected] 10

11. WAGES BENEFITS INDIVIDUAL ORGANIZATION TURNOVER SOCIETY ABSENTEEISM STRIKES [email protected] 11

12. Societal wellbeing Long-term consequences (both Organizational benefits and costs) effectiveness & efficiency of human resource policies should be evaluated at three levels Individual welfare [email protected] 12

13. PYSCHOLOGICAL PHYSIOLOGICAL ECONOMICAL Organization [email protected] 13

14. HR Policies Efficiency Price performance Organization short-term Adaptability al Goals/ results Survival service long-term performance results [email protected] 14

15. What are the societal costs of a strike or a layoff Physical health Psychological problems problems Community Local Federal Agencies Govt State [email protected] 15

16. [email protected] 16

17. MICHIGAN MODEL [email protected] 17

18. Human Resource Development Organizational Selection Appraisal Effectiveness Rewards [email protected] 18

19. Matching People to Job Organizational Right Person Requirements on Right job [email protected] 19

20. [email protected] 20

21. [email protected] 21

22. [email protected] 22

23. Rewards system/ Pay policy leads to Human development • Base Salary • Praise • Pay Incentives • Recognition • Employee • Time off Benefits Financial Non-financial Reward Rewards [email protected] 23

24. Opportunities • New Hired • Distribute Employees • To Learn to Achieve Skills Tasks Training Resources [email protected] 24

25. [email protected] 25

Hrm models

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