Models of HRM

An organization is known by the people

it is comprised of.
 HRM
concepts People Management
The policies and practice which
govern how people are managed
and developed in organizations

Human Resources Management Human Capital Management

The strategic and coherent approach An approach to obtaining, analyzing
to the management the most of and reporting on data which informs
organizations most valued assets the direction of value adding people
the people working there who management strategic investment and
individually and collectively contribute operational decisions at corporate level
to the achievements of its objectives and at the level of front line
management
Personnel Management
Personnel mmanagement is concerned
with obtaining, organizing and motivating
human resources required by enterprise
 Human resource system
1. HR philosophies (values and guiding principles adopted in
managing people)

2. HR strategies (defining the direction)

3. HR policies (how values, principles should be applied)

4. HR processes ( formal procedures & methods)

5. HR practices ( informal approaches used)

6. HR programs (which enable strategies, policies, practices to

be implemented)
A background
Peter& watermans (1982) In search of
excellence rediscovered the importance of
the human side of enterprise.

Competitiveadvantage through
excellence syndrome
The HR model
Provide an analytical framework for
studying HRM
Describes the way HR is organized & its key
goals & objectives
Establish variables & relationships to be
researched
Legitimates certain HRM practices
Is a heuristic device
Key job descriptions and key deliverables
Models of HRM
Harvard Model
Fomburn Model /Michigan model
Warwick Model
5 P Model
GUEST Model
The Michigan School Model
The human resource cycle
Michigan model /matching
model
Developed by Fombrum, Ticy and Devanna
Congruency with organizational strategy (matching
model)
inclined towards the harder side
It is more strategic approach with a unitarist
outlook
Tight fit between the HR strategy and the business
strategy
Based on the product market logic which
demands that to gain high profit labor must be
cheaply obtained and exploited fully.
To improve performance at all levels, a company
must directly align its corporate & HR strategies &
structures.
It proposes that
Individual should be treated as resources.
HR viewed as passive just to be deployed rather
than source of creative energy
Fit should be achieved between the individual
& organizational strategies by selecting the most
suitable person and achieve optimum
performance.
Monitoring & appraising performance &
feedback.
Rewarding
Developing knowledge , skills & competence
Strategic aspects of managing headcount
Human asset accounting
Harvard Model
Proposed by Beer,Walton & Spector

Integrated parts towards a strategic vision and with

a central philosophy

Acknowledges the existence of multiple stakeholders

within the organization

Emphasizes more on the soft side of HRM

Deeply rooted in the Human relation tradition

Proposing that behaviour is primarily self regulated

rather than controlled by outside pressures
Proposes that :
Situational factors- internal & external
constrain the formation of HR policies but to
varying degrees they may also be
influenced by HR policies.
These four cs as outcomes do not represent
all the criteria's but is reasonably
comprehensive.
Employees will exhibit loyalty & commitment
if they are trusted & allowed to work on their
own.
The Harvard Framework
HR outcomes
Commitment extent of identity & loyalty

Congruence

Cost effectiveness
Turnover
Absenteeism
Grievances
Benefits

Competence
Characteristics of HRM in
Harvard framework
1) line managers accept more
responsibility for ensuring the alignment of
competitive strategy and personnel
policy
2) personnel has the mission of setting
policies that govern how personnel
activities are developed and
implemented in ways that make them
more mutually reinforcing
 David Guest Model

Fusion of both the aspects (Hard & soft)

HR mgr should focus on good HR practices based

on the assumption that HRM is distinctively different from

traditional personnel

Individual needs of workers

It is idealistic, implicitly embodying the belief that

fundamental elements of the HRM approach (essentially
those of the Harvard map) such as commitment have a
direct relationship with valued business consequences.
Four crucial components:

Strategic integration

Flexibility

HighCommitment Which includes

behavioral commitment and attitudinal
commitment

Quality
 A simple model of HRM &
performance

Productivity Sales
Employee
HR practices Financial
commitment Quality Performance
 Warwick Model
Developed in the 1990s at the centre of
corporate strategy and change ,university
of Warwick.

Ukresearchers Prof Chris Hendry &

Prof.Andrew M,Pettigrew

Extends
the Harvard models analytical
framework for studying HRM
Analysis of model

Strengths Weaknesses
Maps the connection Internal HR practices links
between inner and outer with business outputs and
contexts performance are not
developed
Adapts to changes in
context
Organization learning
Alignment of internal and
external contexts for success
Five Ps Model

Developed by Pryor . Toombs & white for

their book ,strategic quality management
Purpose -
Principles team to develop core values
Processes
People
Performance ( establish Key Performance
Indicators )
Google corporate values
Dont be evil

Technology matters

We make our own rules

Core competence superior search & targeted
advertising solutions
Strategic initiatives:
Hosting additional content
Expansion into communication platforms
Mobile devices including phones & tablets
Expansion into productivity application
Usage of 5 P model
Strategic management

Quality mgt

Organizational Assessment

Change mgt
Strengths of the model
Applicable to all types & sizes of
organization
It is timeless ,not outdated

Limitation
Understand not only basic leadership and
mgt concepts but also
Needs to apply the concept of strategic
management ,process management
Basic philosophy of HR
approach
People do not like inherently dislike work.
They exercise a great deal more self direction
, self control & creativity.
To use the untapped human potential in the
service of org.
Encouraged to participate in all important
matters
Expanding subordinates influence , self-
direction & self control will lead to direct
improvements in operating efficiency.
Generic HR strategies
talent acquisition HR strategy (emphasises
attracting the best human talent from external
sources);
effective resource allocation HR strategy
(maximises the use of existing human resources
by always having the right person in the right
place at the right time);
talent improvement HR strategy (maxims the
talents of existing employees by continuously
training them and guiding them in their jobs
and career); and
cost reduction HR strategy (reduces
personnel costs to the lowest possible level).