...Maps and models of HRM Based on Human Resource Management, 4th edition, by Alan Price Maps and models of HRM This section begins with a discussion of various approaches to HRM, including Keenoy's hologram comparison and Sisson's 4 main features of HRM models. A key concept is that of Hard and Soft HRM: 'Storey (1989) has distinguished between hard and soft forms of HRM, typified by the Michigan and Harvard models respectively. 'Hard' HRM focuses on the resource side of human resources. It emphasizes costs in the form of 'headcounts' and places control firmly in the hands of management. Their role is to manage numbers effectively, keeping the workforce closely matched with requirements in terms of both bodies and behaviour. 'Soft' HRM, on the other hand, stresses the 'human' aspects of HRM. Its concerns are with communication and motivation. People are led rather than managed. They are involved in determining and realizing strategic objectives.' Human Resource Management, 4th edition goes on to consider the views of Guest and Legge and then discusses the classification of HRM models. Three American perspectives on HRM are provided from the work of Fitz-Enz, Ulrich and Pfeffer. Points to consider * A fundamental element of most rhetorical accounts of HRM is that one of the distinctive features of human resource management (as opposed to personnel management) is that it is 'holistic'. In other words it is concerned with the 'big picture' and the way that different...
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...Task 1 1.1 Assume that you have been recently appointed as an Assistant HR manager and have been asked by the MD to prepare a report on the good HRM practices in order to increase employee’s morale and commitment. Your report should address the following issues. a. Different approaches to HRM and the need of Guest’s model of HRM to Excel Accounting There are a variety of ways to approach the management of HR in a business. The business textbooks like to describe two broad approaches to HRM which are explained further below: * “Hard” HR * “Soft” HR * The key features of the hard and soft approach to HR can be summarised as follows: Hard HR Management | Soft HR Management | Treats employees simply as a resource of the business (like machinery & buildings) Strong link with corporate business planning – what resources do we need, how do we get them and how much will they cost | Treats employees as the most important resource in the business and a source of competitive advantage Employees are treated as individuals and their needs are planned accordingly | Focus of HRM: identify workforce needs of the business and recruit & manage accordingly (hiring, moving and firing) | Focus of HRM: concentrate on the needs of employees – their roles, rewards, motivation etc | Key features | Key features | Short-term changes in employee numbers (recruitment, redundancy) | Strategic focus on longer-term workforce planning | Minimal communication, from the top...
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...------------------------------------------------- HRM At Unitel Co., Ltd. Student: Vuong Minh Tam ID Number: s3462321 Subject: Human Resource Management Lecturer: Mr Dung Huynh Student: Vuong Minh Tam ID Number: s3462321 Subject: Human Resource Management Lecturer: Mr Dung Huynh Table of Contents 1.Executive Summary: 3 2.Introduction 4 3. The role of HRM: 4 4.Issues of new strategy: 5 5.Solution for issues: 6 6.HRM practices: 6 7.Conclusion: 7 8.References list: 7 1.Executive Summary: Unitel was a huge telecommunications organization in the Asia Pacific area since their privatization in early 1990s. In order to expand their business and compete against others, Unitel has announced a new collective strategy called :”Vision 2020”, which was grown by an external consulting company. Firstly, this report aims to analyse the role of HRM during the business strategy is executing. To explain these role, using the 6 functions of HRM such as staffing, performance management, training and development, rewards and benefits, employee-management relations, health and safety. Secondly, this report moves to the issue section, meaning that it will demonstrates the main issues that occurs while excuting the new strategy.Those problems are conflicting relationship, poor management, belief problem. After that, these best possible solution for those issues is applying the Storey Model (1992). The Storey Model (1992) includes four main features as belief and assumption, strategic...
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...current study is intended to provide analysis of the relationships between HRM practices and organizational commitment. These include “manufacturing and human resources fit, behavior and attitude, team activities, interaction facilitation, incentives to meet objectives, training on job skills, training in multiple functions, communication of strategy, feedback on performance. In organizational behavior and industrial and organizational psychology, organizational commitment is the individual's psychological attachment to the organization. Organizational commitment predicts work variables such as turnover, organizational citizenship behavior, and job performance.. Data was analyzed using descriptive statistics to project the respondents’ profiles as well as the general patterns of the variations in the HRM variables and organizational commitment. Correlations and multiple regression, statistic regression analysis were used to explore the relationship between the variables involved in the study. As a result of analysis of the findings from top, middle and, the first-tier managers except for “training on job skills”. It was found that there was a strong and statistically positive significant relationship between other HRM variables and organizational commitment. The findings of the study provide support for the variables concerned and are confirmed by the results of the previous studies. The study of HRM has come a long way in a relatively short period of existence. In a society...
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...critical role in advancing language content in the country along with specializations in providing the Localization Services, Mobile VAS, Language Technology, Enterprise & Web Solutions. Business Situation Tracking HR information with spreadsheets is a hefty & laborious task for any HR professional. If some information is changed in one of the spreadsheets, it changes the formulas and throws off calculations in other sheets. Ensuring accuracy becomes unbelievably difficult. Even the spreadsheet arrangement is not effective for reporting purposes. Solution To reduce the manual workload of these administrative activities, Webdunia HRMS automate many of these processes by introducing specialized Human Resource Management Systems. It has CMMI level 3‐ compliance and adopted W model for development. Webdunia HRMS aims at maintaining integrated information for various functions of the Human Resource Department including Employee Records, Leave, Attendance etc…. It is a sophisticated web based, enterprise wide system (internet or intranet) designed by HR Professionals and ASP.NET Specialists. Benefits Simple and more modernized Provide information used for decision making thus simplify the decision making process Maintains up‐to‐date account of the decisions that have been made Comprehensive solution of tracking details of all employees Improve communications with ...
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...Human Resource Management HRM HRM means to Select, Develop, Motivate and Maintain human resources, in the organisation. It first selects the right human resources or staff (i.e. managers and employees). It trains and develops them. It motivates them by giving them recognition and rewards. It also provides them with the best working conditions. HRM is directly concerned with the "people" of the organisation. It is people oriented process. That is, it manages people at work. Features of Human Resource Management HRM HRM is a process of four functions :- 1. Acquisition of human resources : This function includes Human Resource Planning, Recruitment, Selection, Placement and Induction of staff. 2. Development of human resources : This function includes Training and Development and Career development. The knowledge, skills, attitudes and social behavious of the staff are developed. 3. Motivation of human resources : This function includes giving recognition and rewards to the staff. it also includes Performance Appraisal and handling the problems of staff. 4. Maintenance of human resources : This function includes providing the best working conditions for employees. It also looks after the health and safety of the staff. 2. Continuous Process HRM is not a one-time process. It is a continuous process. It has to continuously change and adjust according to the changes in the environment, changes in the expectations of the staff, etc. HRM has to give continuous training...
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...Sample Questions for your reference: April & July 2013 Part 1 1. Critically assess the strengths and weaknesses of ‘best practice’ models of HRM strategy? 2. Outline and discuss the main obstacles hindering or preventing HR departments from delivering strategic HRM 3. What should organisations consider when developing a reward strategy? 4. How can recruitment and selection processes contribute to strategic HRM? 5. Discuss the main features of a Learning Organisation. Why is it important in a strategic HRD approach to organising development? 6. Which mechanisms of employee involvement would you recommend using as part of your employee relations strategy and why? Part 2 Question 1 Critically evaluate the role that performance management systems play in the delivery of SHRM. Discuss the main mechanisms used in PMS and explain the different options that can be used within them. Use organisational examples as appropriate to support your answer. Question 2 For developmental activity to be deemed ‘strategic’ organisations need to shift the focus from a training’ to a ‘learning’ approach. Discuss this proposition in the context of development activity supporting individual and organisational change. Question 3 Critically evaluate the use of competency based approaches in modern HR strategies. Explain in detail how they may be used in one specific area of HR such as performance management. Use organisational examples as appropriate to support your answer. ...
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...Literature review As with any terminology, concerning this problems, we cannot say, that here is consensus, clear view on what HRM really is and how can it be treated. Storey, J. in his work New Perspectives on Human Resource Management (London, 1989) gives a narrow definition of HRM and equates HRM to deployment of a workforce. Boxall, and Purcell, give a broader definition (‘Strategic human resource management: where have we come from and where should we be going?’, 2000) and associate HRM with any employment relationship in the firm. “We do not associate HRM solely with a high-commitment model of labour management or with any particular ideology or style of management”. Also, observing numerous literature sources on HRM I came to conclusion,...
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...assignment, we were given a task to prepare an essay on critical assessment of different approaches to Human Resource Management. Namely the “hard” and “soft” HRM practices identified by Storey (1989). One of the aspects from which the HRM practices will be valued is employer’s attitude towards employees. As those practices are completely different in nature, the way how management treats their workers distinguishes a lot. Therefore, comparative analysis will identify the contrast between the styles. Another aspect from which the HRM practices are going to be assessed is a pay scheme followed in each type of management. Introduction Human Research Management as a practice and tool to manage employees in the organization evolved quite recently. The predecessor of HRM is personnel management, which came into formation due to industrial development around the world. Since the beginning of 20th century many organizations opened personnel departments, which had many responsibilities such as managing payroll, hiring and firing employees. Further tasks of this department in the organizations were to introduce new law requirements, implementation of different social and workplace safety rules. According to Guest (1998) transformation of PM into human resource management began in the end of 20th century. The main reason for development of HRM was shift of western economies towards the services economy. Therefore, quality of services became the competitive advantage for many organizations....
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...CAREER PREFERENCES OF BSHRM STUDENTS OF ST. PAUL UNIVERSITY ILOILO A Research Proposal Presented to the College of HRM and Tourism and Nutrition In Partial Fulfillment of The Requirements In Research 2 Rob Bryan C. Leocario July 2012 Chapter 1 THE PROBLEM Introduction What to do after college? a question that a college student is frequently asking themselves. With so many career possibilities waiting, it’s a dilemma for most students what to career to pursue. The Hospitality industry is a growing industry here in the Philippines, according to a report in 2008 by JD Cruz , Despite the increase in available rooms this year, hotel occupancy in Metro Manila for April this year was at 74.7%, a little higher than the record for same period last year. The March record (74.7%) also surpassed the 2007 performance (71.5%) all due to the higher number of tourists coming in. The economy hotels had an average occupancy rate of 70.8 percent, compared to 66.5 percent last year. The standard hotels reported 76.2 percent against 72 percent last year. In terms of deluxe room occupancy and length of stay, the figure for April 2008 also showed an improvement (74.6% from 66.3%). However, the eight first class hotels registered a slowdown with a performance rate of 72.9 percent, compared to last year's 76.1 percent. January and February 2008 registered an average of 73.4% and 79% respectively ( http://www.wazzupmanila.com/tourist-arrivals-and-hotel-occupancy-rates-continue-to-increase/327/)...
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...Human Resource Management Overview HRM/300 January 12, 2016 Marina Viner HRM is an essential and vital function for organizational success.While HRM focuses on the potential and actual productive value of HR to an organizations’ success, strategic HRM takes a more long term focus by emphasizing the need of HR plans and strategies of overall organization. The emphasis of strategic HRM is on strategic integration which is matching HRM strategies to business strategies. In this paper, we will discuss two models of Strategic HRM: The matching model and the resource-based model. Comparing these models, while listing their similarities and differences, will help us understand Strategic HRM on a better level. In the second part of this paper, I will address which features of the Resource-based view my current workplace: the Treasury Board Secretariat (Federal Government) uses and how it relates to Human Resources Management. Matching model First off, the matching model also known as “best fit”, requires that an organizations’ HRM policies and practices be configured and managed in a way that is congruent with the particular strategy. This model concentrates on fit between an external strategy and internal strategy. HRM strategies are all about making business strategies work and so emphasis is placed on how to best match and develop appropriate systems. This model concentrates on the following issues to address success: • Selection (Most suitable people for the business...
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...What do we mean by the terms ‘best fit’ and ‘best practice ‘to describe SHRM. Use any short case examples to illustrate your discussion? REWARD What are the main elements/components of a reward strategy?may 2012 , MAY 2011 What should organisations consider when developing a reward strategy? OCT 2012 What are the main features of Lawler’s model on strategic issues in reward management? RECRUITMENT & Selection process How can recruitment and selection processes contribute to strategic HRM? MAY 2012 How can recruitment and selection processes contribute to strategic HRM? OCT 2012 How do recruitment and selection practices help to deliver SHRM? MAY 2011 LEARNING ORGANISATION / ORGANISATIONAL DEVELOPEMENT Discuss the main features of a Learning Organisation. Why is it important in a strategic HRD approach to organising development? oct 2012 How does the ‘Learning Organisation’ approach seek to deliver organizational success? MAY 2011 Discuss the main features of a Learning Organisation. Why is important in a strategic HRD approach To organising development? Outline the main features of the organisational development process as laid down by Beckard? HUMAN RESOURCE PLANING How does modern human resource planning relate to human resource strategy and how does it differ from manpower planning?may 2011 ------------------------------------------------- Outline the main principles of human resource planning. 1. Specify the data that you would need to analyse the potential...
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...The Matching Model of HRM One of the first explicit statements of the HRM concept was made by the Michigan School (Fombrun et al, 1984). They held that HR systems and the organization structure should be managed in a way that is congruent with organizational strategy (hence the name ‘matching model’). They further explained that there is a human resource cycle (an adaptation of which is illustrated in Figure 1.1), which consists of four generic processes or functions that are performed in all organizations. These are: * Selection: Matching available human resources to jobs. * Appraisal: (performance management). * Rewards: The reward system is one of the most under-utilized and mishandled managerial tools for driving organizational performance. It must reward short- as well as long-term achievements, bearing in mind that business must perform in the present to succeed in the future. * Development: Developing high-quality employees. The Harvard Framework The other founding fathers of HRM were the Harvard school of Beer et al (1984) that developed what Boxall (1992) calls the ‘Harvard framework’. This framework is based on the belief that the problems of historical personnel management can only be solved: When general managers develop a viewpoint of how they wish to see employees involved in and developed by the enterprise, and of what HRM policies and practices may achieve those goals. Without either a central philosophy or a strategic vision – which can be provided...
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...HRM: May, 2013 Suggestion: By Tarek. Section A: (10 marks) 1. What do we mean by the terms ‘best fit’ and ‘best practice’ to describe SHRM. Use any short case examples to illustrate your discussion? 2. What are the main components of a reward strategy? 3. Explain the ‘pluralist’ and ‘unitarist’ view of employment relations and in particular how unions might be perceived from each perspective? 4. (a)What are the main components of a reward strategy? 5. What are the main features of Lawler’s model on strategic issues in reward management? 6. Discuss the main features of a learning organisation. Why is important in a strategic HRD approach to organising development? 7. How do recruitment and selection practices help to deliver SHRM? / How can recruitment and selection processes contribute to strategic HRM? 8. How does modern human resource planning relate to Human Resource strategy and how does it differ from Manpower planning? 9. Explain and critically evaluate the relationship between HR strategy and corporate strategy? 10. Explain and critically appraise the factors that will direct the H.R strategies of multinational corporations. Use appropriate theories and models to support your answer. 11. Which mechanisms of employee involvement/ engagement would you recommend using as part of your employee...
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...and addressing training and other employee development needs - Flatter organisational structures - Suits democratic leadership style 3. Hard HRM treats employees simply as a resource of the business (like machinery & buildings) thus company will try to reduce the cost as much as they can in order to maximize their profit, the manufacturing based industries will definitely represent this kind of company (Toyota, JLR) Hard HRM Key features - Minimal communication, from the top down - Pay – enough to recruit and retain enough staff (e.g. minimum wage) - Little empowerment or delegation - Appraisal systems focused on making judgements (good and bad) about staff - Taller organisational structures - Suits autocratic leadership style 4. Is there any company that really implemented the soft and hard HRM as a black and white. Or the soft and hard is basically only implemented as a spectrum 5. Soft HRM policy however will encourage the employee to establish “worker’s union” which can lead to strike whenever their member interest is aggrieved 6. Public sector however their output is service. which is suppose to be treated as creative industry (soft HRM) but public sector budget is stricly regulated and supervised by the government (which is more likely to be suitable as hard HRM). 7. Which is best? Soft or Hard HRM?...
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