Professional Documents
Culture Documents
PM 1930-1940
Strategic human resource management and traditional HR functions differ in several ways(adapted from Mellow 2003)
Traditional HRM
Responsibility for HR programmes Focus of activities Staff personnel in the HR department Employees relations,motivation,productivi ty,compliance with laws Reactive and transactional
SHRM
Line manager, all managers responsible for people are HR managers Partnerships with internal and external customers Proactive and transformational, change leader Fast,flexible,systematic, change initiatives implemented in concert with other HR systems by Prof. Mary Bodra
Role of HR
Traditional HRM
Time horizon Short term
SHRM
Consider various time frames as necessary (short,medium,or long)
Control
Organic control through flexibility as few restrictions on employee behavior as possible Broad job design,flexibility,teams and groups and cross training People and their knowledge, skills and abilities
Job design
Focus on scientific management principles-division of labour,independence and specialization Capital ,products, technology and finance
Importance investments
Accountability
Cost centre
Investment centre
planning approach is concerned with aligning human resource strategy with business strategy
Soft HRM- The 'soft' approach is rooted in the human relations
school, with concern for workers' outcomes and encourages commitment to the organisation by focussing on workers' concerns.
Hard HRM
Philosophy Employees are a resource like any other resource available to the business
Soft HRM
Sees employees as important as any other resource available to mangers.
Time Scale
HRM seen as a short term policy: employees are hired and fired as necessary.
Takes a long term view of using the workforce as efficiently as possible to achieve long term corporate objective.
1. 2. Managers consult regularly and fully with the employees. Mangers often give control of their working life to employees through delegation, empowerment and delaying. Emphasizes on training and development. Development appraisal given.
Key Features
1. 2. 3. 4.
Employees are paid as little as possible. Employees have limited control over their working life. Communication is mainly downward in direction. Judgmental appraisal is used.
3. 4.
My way or the highway Do as I say ethos Instruction from the top down. Mainly motivated by Pay, with limited used of delegation and team working.
Laid back approach, assumes each employee can manage themselves. Autonomous workers Extensive techniques to give employees more power Delegation, Empowerment.
UK Based
HRM MODELS
US Based
Others
Human Assets.
This model is also known by many names. Soft model of HRM Harvard map of HRM Multiples stakeholders model
two major considerations: Situational Factors Labor market conditions, social values Business strategies, technologies Management philosophies and market conditions. Stakeholders Interest Management Employees Unions Government agencies
HR Flows
The HR practices are centered on 4 Cs Commitment Enhance employee performance and loyalty Enhance individual self-respect and worth Competence Cost effectiveness HR policies must be evaluated on basis of wages, benefits,
Long-term consequences are evaluated at three levels: Individual Economic, Physical or psychological benefits Organizational Long-term results Efficiency Societal Societal costs of layoffs or strikes.
organizational effectiveness.
The Michigan Model was developed in 1984 by Michigan Business School. Fombrun, Tichy and Devanna were the proponents of this model. It is also known as the Matching Model' or Best-Fit' approach to human resource management.
harder, less humanistic approach, holding that employees are resources in the same way as any other business resource.
cannot exist in the workplace because everyone (managers and employees) are working to achieve the same goal.
Political Forces
Cultural Forces
Advantages
Attachment to market performance and organizational growth. Led to cost minimization.
Disadvantages
Minimal HRM planning to ensure the current and future
model.
models, which stress on the commitment and relationship factors rather than on business results.
advantage Economic consequences of the HR practices in a firm Comparative attributes of HR and practices in a firm with its competitors Role of the HR function in building organizational capability for the future.
competencies.
Infusing teamwork Implementing an integrated HR system Managers must acquire knowledge in the four areas.
High Flexibility
analysis:
HRM strategy
HRM practices HRM outcomes Behaviour outcomes Performance outcomes Financial outcomes
commitment into the goals of strategic management) and lukewarm on the value of trade unions.
Just another word for personnel management A more integrated use of personnel management policies &
practices
Business oriented approach to the management of labour
The levers of HRM are pulled in integration with one another, so
management team.
Strategic integration of business management and people
management.
The management of organizational culture.
Centrality of authority
and leadership.
Thou shall not make Employees should be loyal to the unto thee any idol. Thou shall not take the name of Lord thou God in vain
organization. Employees should be respectful to the organization
Remember the Sabbath to keep it holy. Honor thy father and mother.
be encouraged.
Employees should
group norms.
Should not abuse
organizational resources.
information
Should not layoff