Professional Documents
Culture Documents
Stake holder Interests Shareholders Management Employee Groups Government Community Unions
HRM policy choices Employee influence Human resource flow Rewards systems Work Systems
Situational Factors Workforce characteristics Business Strategy and conditions Management philosophy Labour Market Unions Task Technology Law and societal values
Selection
Performance
Appraisal
Training
Political forces Economic forces Mission and strategy Firm Organisational structure Human resource management Cultural forces
Orgnisational Outcomes
High Job performance High Problem-solving Change Innovation
Flexibility Quality
Leadership/ Culture/Strategy
STRONG
A distinctive approach to labour management I Strategic interventions designed to elicit secure full commitment and to develop resourceful humans Integrated with business strategy II Strategic Interventions designed to utilisation of labour resources Employees are viewed as a cost to be minimised
SOFT
Internal integration Emphasis on individualism, with an an awareness of the benefits of collectivism in certain areas
HARD
WEAK
Source:Storey(1992)
Storeys Twenty Five Point Checklist Dimension Personnel and IR Beliefs and assumptions 1.Contract 2.Rules 3.Guide to management action 4.Behavioural referent 5.Managerial task vis-a-vis labour 6.Nature of relations 7.Conflict 8.Standardisation 9. Initiatives 10.Key relations 11.Corporate plan 12.Speed of decisions 13.Management role leadership 14.Key managers 15. Prized management skills 16. Attention on interventions 17.Selection 18.Pay 19.Conditions 20.Labour-management 21.Relations with stewards 22.Communication 23.Job design 24.Conflict handling 25.Training and development Careful delineation of written Aim to go beyond contract Contracts Importance of devising clear rules Can do outlook: Procedures / consistency control Business need/ flexibility commitment Norms / customs and practice Values/mission Monitoring Nurturing Pluralist Unitrist Institutionalised De-emphasised High (parity an issue) Low (parity not an issue) Strategic aspects Piecemeal Labour-management Marginal to Slow Line-management Transactional Personnel/IR specialists Negotiation Key levers Personnel procedures Separate, marginal task Job evaluation Separately Negotiated Collective bargaining Regularised, through Training and facilities Restricted flow/indirect Division of labour Reach temporary truces Controlled access to courses Integrated Business-customer Central to Fast Transformational Line Managers Facilitation Cultural,structuraland HR strategies Integrated, key skill PRP Harmonisation Individual contracts Marganilised Increased flow/ direction Teamworking Manage climate and culture Learning companies SHRM
Prospector strategy Location and exploitation of new product and market development. opportunities. monitoring of changes. Analyser strategy Desired to match new ventures to present shape of business.
Growth through product and market Constant market Multiple technologies. Steadygrowth through market penetration. Exploitationof applied research. Followers in the market.
HRM Strategy
Prospector
Union Density Skills Requirements Level of Supervision Amount of Employee Participation Low High Low High
Business Strategy
Analyser
Moderate Moderate Moderate Moderate
Defender
High Low High Low
Nature of HRM
Environment
Participative Management Health JobRecruitment TrainingPlacement Conflict&of + Welfare Industrial development Future Management Communication &Remuneration safety HRM Motivation Analysis Selection relations
HRM Model