...P1.1 – Explain Guests model of HRM Guest (1987) shows a model of HRM that is commitment based, which is distinct from compliance-based personnel management. According to Guest, HRM is: * linked to the strategic management of an organization * seeks commitment to organizational goals * focuses on the individual needs rather than the collective workforce * enables organizations to devolve power and become more flexible * Emphasizes people as an asset to be positively utilized by the organization. Guest (1987) sees HRM as a distinct approach to managing the workforce and argues that, although personnel management will also select and train staff, it is the distinct approach in the selection and training that matters. HRM’s approach should be linked to high performance and commitment rather than compliance. Guest (1997) recognizes that, although empirical evidence is only just beginning to show the link between HRM and performance, evidence is already suggesting that HRM works. The view from industry is also suggesting that HRM is taking on a strategic role in industry. The CIPD (2003) HR survey identified HR issues as now being regularly discussed at executive boards and HR managers seeing their role as that of a strategic business partner, with the HR function now focused on achieving key business goals and developing employee capabilities. P1.2 - Compare the differences between storey’s definitions of HRM, Personnel and IR practices. Storey (1992)...
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...analysis of the model shows that it is deeply rooted in the human relations tradition. Employee influence is recognised through people motivation and the development of an organization culture based on mutual trust and team work. The factors above must be factored into the HR strategy which is premised on employee influences, HR flows, reward system etc. The outcomes from such a set up are soft in nature as they include high congruence, commitment, competencies etc. The achievement of the crucial HR outcomes has got an impact on long term consequences, increased productivity, organizational effectiveness which will in turn influence shareholder interests and situational factors hence making it a cycle. It is thus important to note that the Harvard model is premised on the belief that it is the organization’s human resources that give competitive advantage through treating them as assets and not costs. The Michigan/Matching Model The Michigan model was propounded by Fombrun Tichy and Devanna (1984) at the Michigan Business School. They also named this model a matching model of HRM. Precisely, the matching aspect of this model demonstrates that the model is inclined towards the harder side of HRM. This is because the matching model emphaizes more on “tight fit” between the HR strategy and the buisness strategy. NB It demands that available human resources must be matched with jobs in the organization. The HR strategy must...
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...The HRM Models ← There are a good number of models that have been postulated by various scholars to describe the HRM concept. ← However, as shall be seen these various models either fall under the soft or the hard approach of HRM. The Harvard Model ← The Harvard Model was postulated by Beer et al (1984) at Harvard University. ← The authors of the model also coined it the map of HRM territory. ← The Harvard model acknowledges the existence of multiple stakeholders within the organization. ← These multiple stakeholders include shareholders various groups of employees, government and the community at large. ← The recognition of the legitimacy of these multiple stakeholders renders this model a neo - pluralist model. ← This model emphasizes more on the human/soft side of HRM. ← Basically this is because this model emphasizes more on the fact that employees like any other shareholder are equally important in influencing organizational outcomes. ← In fact the interest of the various groups must be fused and factored in the creation of HRM strategies and ultimately the creation of business strategies. Source : Beer et al (1984 : 16) ← A critical analysis of the model shows that it is deeply rooted in the human relations tradition. ← Employee influence is recognised through people motivation and the development...
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...The Phrase ‘commitment’ is frequently used by HRM practitioners in the control of absenteeism and its contribution to business objectives. Evaluate the evidence to reinforce commitment and reduce absenteeism. Mowday et al have defined organizational commitment as “ the relative strength of an individual’s identification with an involvement in an organization” (Chapter 7 Attitudes at work, Page no, 265 Work Psychology, Understanding Human Behaviour in the Workplace by John Arnold (ft) fourth edition) Commitment is very powerful human concept as if a person is committed to an organization; therefore he or she has a strong identification with it and will turn out to be a long-term employee for the organization. Sir Richard Branson is an example of someone’s commitment towards its work. He born in an ordinary established family but it was his commitment, which led him to build the virgin empire and now he is one of the richest man in the world. Controlling the absenteeism is the objective of nearly every business organization and the phrase commitment is regularly used by HRM practitioners in order to control the absenteeism, In this essay I will explain the above statement in more details and also provide the evidence to support it. The question arises here why absenteeism is important? Absenteeism is important because it’s not only costly but it also affects the morale of other employees. The cost of absenteeism is greater than the...
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...1.1 Explain Guest's model of hard-soft, loose-tight dimensions of HRM. The most widely acceptable models of HRM are the soft and hard versions. The soft model is associated with human relation and the hard model on the other hand sees employees as human resource (Gratton et. al. 1999). The soft model assumes that employees respond better when an organisation recognise their individual needs and addresses them as well as focusing on the overall business objectives. The hard model primarily focus to promote human resource planning strategy, align with business strategy, outsourcing, flexibility, performance management and downsizing or work intensification. Some HRM models have been developed by UK academics including Guest and Storey. Guest has identified key features of personal management and HRM that allow for comparative measurement and acknowledging the close links between human resource strategy and general business strategy (Bratton and Gold 2003). The Guest model of HRM is given below: 1.2 Review the differences between Storey's definition of HRM and personnel and IR practices. There are some differences between HRM and Personnel Management (PM) and Industrial Relation (IR) practices as there are a lot of different views and contradictions. HRM is a new managerial discipline that has different perspectives of PM and IR, but create a new and broader disciple as a results of different views and contradictions of these two (Beardwell and Holden 1997). The main aim of...
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...The Human Resource Management models contains all Human Resource activities. When these activities respectively are carried out efficiently it will result in a competent and willing workforce These models establish the need for people to be recruited and developed, which in turn will enable them to achieve the organizational goals and maintain performance. HRM models can be termed as Harvard model, Michigan model and more recently introduced Guest comparative model respectively. Hard human resource management Here Workers are considered a resource that needs to be controlled in order to achieve the best possible profit and competitive advantage. The Michigan model. This focuses on hard HRM, because it outlines the importance of treating employees simply as means to achieve organizations strategy or as a ‘pure’ resource. Thus characteristics of hard HRM is seen in this Michigan model. Here it follows task focused employee approach which has highly defined and narrow job design and usually employees are strictly guided. Jobs are usually repetitive, shows a hierarchical culture no defined career progression offered. It defines that people should be obtained cheaply, used sparingly and developed to be exploited fully. It says that internal human resource policies should have a tight fit to the external business strategy of the organization, and thus known as ‘matching model’. The Michigan model states the different business strategies found and relates them to contrasting...
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...will explore on the principals of human resource management, analysis of its concepts, models and framework. Explanation of HRM process and build up of strategies. The journal ends with an assessment of roles in strategic HRM. Strategic Human Resource Management (HRM) can be defined as the way through which the organizational goals will be achieved by the people with the help of HR strategies, policies and practices. (Armstrong, M., 2008, pg 33). Other definitions of Strategic Human Resource Management are as follows:- “Strategic Human Resource Management means formulating and executing human resource policies and practices that produce the employee competencies and behaviors that company needs to achieve its strategic aims” – Garry Dessler (Durai,P.,2010,pg 24) “Strategic Human Resource Management is a pattern of planned human resource developments and activity intended to enable a firm to achieve its goals “ – G.C.MacMahan (Durai,P.,2010,pg 24). Models of Strategic Human Resource Management The Harvard model :- The Harvard model was put forward by Michale Beer, Richard Walton, Quinn Mills, P. Lawrence and Bert Spector which draws attention towards the soft aspect of HRM. It lays emphasis on the fact that HR policies should be made keeping in mind the vision, mission, goals and objectives of an organization, and in very few cases external factors should also be considered. To sum up, HR policies are liable to be effected by the internal and external situations of...
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...Essay Title: ‘Assess the state of the evidence in favour of HRM’s impact on organisational performance. Do the supporters of HRM’s strategic contribution have enough of a case?’ Word Count: 3,105 Abstract The evidence in favor of HRM’s impact on organizational performance is growing, however some doubt has cast on these studies. Thus, this essay suggests that the evidence of HRM-performance linkage is weak because theoretical and methodological issues remain among most of these studies. So, this essay will mainly analyze theories concerning on HRM and firm performance relationships and methodological problems in empirical studies. As there are flaws in both theories and the process of studying the relationships, this essay concludes that the evidence in favor of HRM’s impact on organisatioanl performance is weak. It seems that it is better to pay more attention to the HRM’s theories and methodologies in order to further the understanding the correlation between HRM and firm performance. TABLE OF CONTENTS 1. Introduction 4 2. Evidence of previous studies 5 3. Theoretical evidence 8 3.1 Categorizing theories 9 3.1.1 Strategic theories 9 3.1.2 Descriptive theories 11 3.1.3 Normative theories 11 3.2 Conceptual theories 13 4. Methodological issue 15 4.1 Measurement of HRM 16 4.2 Measurement of performance 17 5. Conclusion 18 1. Introduction Human resource managers have been worrying about the inability to prove their contribution...
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...Special Issue: Bridging Micro and Macro Domains Journal of Management Vol. 37 No. 2, March 2011 421-428 DOI: 10.1177/0149206310373400 © The Author(s) 2011 Reprints and permission: http://www. sagepub.com/journalsPermissions.nav Invited Editorial Bridging Micro and Macro Domains: Workforce Differentiation and Strategic Human Resource Management Mark A. Huselid Rutgers University Brian E. Becker State University of New York at Buffalo In this article, the authors focus on the challenges and opportunities associated with integrating the macro and macro domains of the strategic human resource (HR) management literature. Their specific focus is on the development of a differentiated HR architecture in support of strategy execution as a key organizing theme. A focus on strategic capabilities and strategic jobs as the focal point of workforce management system design represents a significant potential source of value creation for most firms. But, also, differentiation by strategic capability instead of hierarchical organizational level represents potential implementation challenges for managers, and theoretical and empirical challenges for academics. Keywords: high-performance work systems; workforce differentiation; strategic human resource management; strategic capabilities A significant divide between the micro and macro levels of theory and analysis is evident in many areas of the organizational sciences. While increasing levels of specialization are often associated...
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... Title Page “A Written Report about comparison of the achievement attained by two travel firms named the AET and SA exploiting diverse strategies in an akin sets of HR practice.” Date- 10-1-2016 By- Tanzina-Shomy-Motahar Student ID –‘1322288’ Executive Summary This written report emphasised the constant achievement of about 2 travel businesses in 2 different countries named “Southwest Airlines, Dallas, TX, USA” and “Airport Express Train, Oslo, Norway”. It will also be studied the internal consistency of HR of both firms and how they achieved competitive advantages, success and conclusively touched the highest position through HPWS theory into the practices. Yet, both travel firms were monitored accordingly different methods like age, ownership, range of the company, competitive strategy, labour law and national framework, whereas both travel companies were accomplished success applying theory of HPWS into the practice. Generally, the Airport Express Train (AET) and the Southwest Airlines (SA) travel businesses are suggested to follow ‘the chain of impact framework’ as a recommendation for future success in travel business. This report will explain also how the HR and HPWS models are applied in this case. For example, SA company considered they can gain success continuously in any hard position like time of Great Recession (2009) because of the strengths of employee that’s...
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...africancentreforcommunity.com ) All rights reserved. Table of Contents 1.0 Introduction, Perspectives in Management and the genesis of Human Resource Management 1.1 Scientific or Closed management, Human Relations or Semi open system, Open System or Contingency system 1.2 Personnel management/ Personnel Manager 1.3 The genesis of Human Resource Management(HRM)/Defining Human Resource Management 1.4 What is ‘Hard’ and ‘Soft’ HRM? 1.5 The Debate between Human Relations(HR) and Human Resource Management(HRM) 1.6 The Human Resource Manager and his role 2.0 Attempting a framework for Human Resource Management(HRM) 2.1 Using HRM as a style, a strategy and an outcome 2.2 Is HRM a restatement of Personnel Management? 2.3 Is HRM a new managerial discipline? 2.4 HRM as a resource-based dimension of management 2.5 The Strategic and international possibilities of HRM 3.0Using some models of HRM to critically assess HRM “Hard” and “Soft” Approaches. 3.1The Harvard Model 3.2The Michigan Model 3.3Guest comparative models 3.4The ‘Choice Model’ and its benefits. 4.0The influence of senior management and their Effectiveness 4.1 policy makers 4.2 senior managers and their frames of reference 4.3 The more effective the better the policies 4.4 The Japanese example 5.0 Conclusion, limitations and proposals 5.1HRM a widespread contemporary, evolving & contingent tool 5.2The ‘softness’ of HRM, “bundles” and performance 5.3 Holistic thinking, right and egalitarian based HRM 1.0Introduction, Perspectives in...
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...Management | Employee Engagement | Knowledge Management | Employee Retention | Social Entrepreneurship | | Human Resource Management | * * H R Management - Introduction * Importance of HRM * Scope of HRM * Various Processes in HRM * Management of Contractors * Performance Management * Hiring Strategies * Retention Strategies * Strategic HRM * Global HRM * Personnel Management vs HRM * Managing Employee Performance * Performance Appraisal Process * Performance Appraisal Interview * Managing Employee Relations * Employee Rewards and Recognition * Variable Pay * Diversity in Organizations * Managing Workforce Diversity * Workplace Health and Safety * Workplace Safety Programs * OSHA Safety Manual * HR Challenges * Employee Separation Process * | Difference between Personnel Management & HRM inShare2 Many students of management and laypeople often hear the term HRM or Human...
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...management 2 Human resource planning and resourcing 3 Work and job design 1 41 74 Chapter 1 Introduction to human resource management LEARNING OUTCOMES After studying this chapter, you should be able to: identify the historical developments and their impact on HRM outline the development and functions of HRM understand the differences between HRM and personnel management evaluate ‘hard’ and ‘soft’ approaches to HRM understand how diversity is an issue in HR practice consider the HRM as an international issue. The opening vignette gives a somewhat pessimistic view of the role of people in the workplace. Often it is the job of the human resource manager to develop policies and practices that serve the organisation, but she or he also needs to think about the people. If the people are nurtured then the organisation can develop. As can be seen below, this was not the case with Enron. Enron: something’s got to give Human beings are not governed purely by their own self-interest, so our management and HR systems should not assume they are. For more than a year, Andrew Fastow – the erstwhile chief financial officer of Enron and the key architect of the off-balance-sheet entities that caused Enron’s sudden death – ran rings around the prosecutors investigating the collapse of the energy giant. 3 4 CHAPTER 1 INTRODUCTION TO HUMAN RESOURCE MANAGEMENT Suddenly, he has pleaded guilty to charges that are likely to land him in prison for 10 years, forfeited $29 million...
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...Human resource planning and resourcing 41 3 Work and job design 74 Chapter 1 Introduction to human resource management LEARNING OUTCOMES After studying this chapter, you should be able to: identify the historical developments and their impact on HRM outline the development and functions of HRM understand the differences between HRM and personnel management evaluate ‘hard’ and ‘soft’ approaches to HRM understand how diversity is an issue in HR practice consider the HRM as an international issue. The opening vignette gives a somewhat pessimistic view of the role of people in the workplace. Often it is the job of the human resource manager to develop policies and practices that serve the organisation, but she or he also needs to think about the people. If the people are nurtured then the organisation can develop. As can be seen below, this was not the case with Enron. Enron: something’s got to give Human beings are not governed purely by their own self-interest, so our management and HR systems should not assume they are. For more than a year, Andrew Fastow – the erstwhile chief financial officer of Enron and the key architect of the off-balance-sheet entities that caused Enron’s sudden death – ran rings around the prosecutors investigating the collapse of the energy giant. 3 4 CHAPTER 1 INTRODUCTION TO HUMAN RESOURCE MANAGEMENT Suddenly, he has pleaded guilty to charges that are likely to land him in prison for 10 years, forfeited...
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...explain the functions of HRM • Is human resource a strategic function – the different between personnel management and HRM clearly indicates that HR is a strategic fucntion which proves that it is a strategic function • Models given by different authors demostrating HR as a strategic function – Matching model, resources based model, harvard model, guest model (make your own choice to use and apply model in the report) • Importance or significance of SHRM for organisation briefly. • Assess the purpose of Strategic Human resource activities • Explain different levels of stratregies – corporate, business and functional strategies and then discuss that the purpose of strategic HR function is to establishes the right practices which lead organisation towards its goal. The strategic HRM’s role in change process. Explain it in the context of millenium hotel. • evaluating the contribution of SHRM • contribution can be evaluated by using different model/appraoches such as Benchmarking, balanced scorecard, contribution towards competitive advantage, contribution towards added value, surveys etc. (you don’t need to use all of them however you can pick any one/two of them and explain and apply them on milleium hotel) Learning Outcome 2: Be able to develop human resource plans for an organisation. (HR plan for the expansion of Millennium Hotel) Task 2: • Identify and analyze the factors underpin HRP...
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