...MODELS OF HUMAN RESOURCE MANAGEMENT (HRM) UNIT 10 SHRM, SESSION 2 P R E PA R E D B Y: M S S H A B N A M Unit 10 SHRM, Prepared By: Ms. SHABNAM LEARNING OBJECTIVES By the end of this session students will be able to: Understand the HRM system Explore various models of HRM To gain an understanding in relation to the application of the various HRM models within organisations Unit 10 SHRM, Prepared By: Ms. SHABNAM HRM SYSTEM HRM system operates through HR systems that bring together in a coherent way: HR philosophies describing the overarching values and guiding principles adopted in managing people HR strategies defining the direction in which HRM intends to go HR policies which are the guidelines defining how these values, principles and the strategies should be applied and implemented in specific areas HR processes consisting of the formal procedures and methods used to put HR strategic plans and policies into effect HR practices comprising the informal approaches used in managing people HR programmes which enable HR strategies, policies and practices to be implemented according to the plan Unit 10 SHRM, Prepared By: Ms. SHABNAM VARIOUS MODELS OF HRM The Harvard Framework Guest’s Model of HRM Best Practice Model Storey’s Hard and Soft HRM Patterson’s Model of HRM Best Fit/Contingency Model Unit 10 SHRM, Prepared By: Ms SHABNAM Theoretical Perspectives on HRM The HRM models: Provide an analytical framework for studying HRM Legitimate...
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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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...Explain Guest’s model of HRM, 1.2 Compare the differences between Storey’s definitions of HRM, personnel and IR Practices; 1.3 Assess the implications for line managers and employees of developing a strategic approach to HRM.Further guidance notes are set out below. | Task 22.1 Explain how a model of flexibility might be applied in practice,2.2 Discuss the types of flexibility which may be developed by an organisation;2.3 Assess the use of flexible working practices from both the employee and the employer perspective;2.4 Discuss the impact that changes in the labour market have had on flexible working practices.Further guidance notes are set out below | Task 33.1 Explain the forms of discrimination that can take place in the workplace;3.2 Discuss the practical implications of equal opportunities legislation for an organisation;3.3 Compare the approaches to managing equal opportunities and managing diversity.Further Guidance Notes are set out below | Task 44.1 Compare different methods of performance management,4.2 Assess the approaches to the practice of managing employee welfare in a selected organisation;4.3 Discuss the implications of health and safety legislation of human resources practices;4.4 Evaluate the impact of one topical issue on human resources practices.Further guidance notes are provided below. | Further Guidance NotesTask 1To achieve a Pass you must explain Guest’s model of HRM, compare the differences between Storey’e definition of HRM, Personal...
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...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 to the organisations for a long time (Drucker, 1954, and Stewart, 1996, cited in Wright, Gardner, Moynihan and Allen, 2005). As responses to the uncertainty of whether human resource management (HRM) has an impact on organisational performance, there have been a lot of studies emerging and attempting to prove HRM does add values to firms. Until now...
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...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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...LO 1 Understand the different perspectives of human resource management 1.1. Explain Guest’s model of HRM (P1) The comparative model of Guest in relation to HRM states that a particular structure comprising of a combination of HRM practices usually lead to superior and enhanced organizational and individual performance. This model stresses that various HRM strategies such as those involving expenditure reduction, quality enhancement, innovation, and differentiation result to numerous benefits in areas such as security, rewards, increased personnel involvement, and better or enhanced training procedures (Foot, 2005pp39). All these then enable ventures to achieve enhanced quality results, increased flexibility, and increased commitment towards company success. This model particularly focuses on a differentiation between commitment and compliance. According to this model, company planning involves a pursuit to enhance a venture through utilizing and integrating personnel in relation to their unique capabilities. 1.2. Compare the differences between Storey’s definitions of HRM, personnel and IR practices (P2) There are numerous differences in Storey’s definitions of IR practices, personnel, and HRM. In relation to strategic aspects, differences involve labor management and key relations, types of initiatives (integrated or piece-meal), types of corporate plans (central or marginal), and types of decision speeds (fast or slow). In terms of rules, Storey’s differences involve 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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...Report On Managing Human Resources Table of Contents Introduction: 1 1.1 Explanation of Guest’s model of Human resources management, soft and hard and loose and tight human resource management 2 “Soft” and “Hard” HRM: 2 1.2 Differences between Storey’s definition of human resources management, personnel and industrial relation (IR) practices 2 1.3 Implications for line managers and employees of developing a strategic approach to human resources management 3 2.1 How flexibility is applied in workplace: 4 2.1.1 The core periphery workforce model (Atkinson 1984) 4 2.2 Two methods of flexibility developed in my organization 4 a) Improve work-life balance: 4 b) Provide physical and mental well-being: 4 2.3 Flexible working practices from both the employee and the employer perspective in my organization 5 2.4 impact of change in UK labour market have had on flexible working practices in the context of zero hour contracts in my organization 5 3.1 Form of discrimination that take place in the workplace 7 Description based on ethnicity and race: 7 Discrimination based on sex: 7 Discrimination based on religion: 7 3.2 Practical implications of equal opportunity legislation in my organization 7 3.3 Comparison of approaches to manage equal opportunities and managing diversity 7 4.1 Comparison of 360 evaluations with another performance appraisal method 9 4.2 Assessment of approaches for managing the employee welfare in my organization 9 4.3 Discussion on how latest health...
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...numbers where the evidence can be found. LO Numbe r Learning Outcome AC Number Assessment Criteria Task No. Evidence (Page No.) 1.1 1.2 Explain Guest’s model of HRM Compare the differences between Storey’s definitions of HRM, personnel and HR practices Assess the implications for line managers and employees of developing a strategic approach to HRM LO1 Understand the different perspective of human resource management 1.3 NOTES: THIS ASSIGNMENT ENABLES STUDENTS TO ACHIEVE A PASS ONLY DISTINCTION . AND MERIT CAN BE ACHIEVED IN ASSIGNMENT 2 Student declaration I certify that the work submitted for this assignment is my own and research sources are fully acknowledged. Student Signature: Date: Assignment Brief Unit number and title Qualification Start date Deadline/hand-in Assessor Understand the different perspectives of human resource management Unit 22: [F/601/1268] Managing Human Resources HND Business 19/01/2015 12/02/2015 Assignment Title Purpose of this assignment Discuss the factors relating to hard and soft HRM. Make links to Storey’s 27 point differences and discuss the use of Line Managers when developing HRM strategies. Scenario: Human Resource Management is at the centre of organisational decisions. The way in which an organisation operates can be determined by the differing HRM policies and procedures imposed on employees. Line Managers are increasingly at the...
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...What is Human Resource Management? Human Resource Management (HRM) involves the practice of managing people and has been practiced since the first century “with Columella, a Roman farmer and former soldier whose De Rustica featured one of the earliest tracts on people management” (Rowley and Jackson, 2011 p.xx). HRM covers a broad spectrum of employee related affairs, ranging from selection and recruitment to training and development, employee reward, and performance management (Beardwell and Clark, 2010). Some of the objectives of Human Resource (HR) are to ensure staff motivation, to effectively manage change in the organisation and most importantly to maintain good employee/employer relationship. This essay seeks to give a general overview on the origins and meaning of HRM, reviewing the main models of HRM, the link between HRM and performance, and finally assessing the impact of HRM in multinational corporations. The origins of HR in the UK traces back to the 80’s when government reforms were been implemented to reshape the framework of industrial relations in the country. Due to “the restructuring of the economy” there was a decline in manufacturing industries, a “rise the service sector” and an increase in “new industries based on high tech products and service” (Beardwell and Clark, 2010 p.7). The economic changes were promoted by “the political climate of Thatcherism” through “entrepreneurialism and antiunion legislations which encouraged firms to introduce new labour...
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...P1.1Explain Guest’s model of HRM: David Guest's (1989, 1997) model of HRM has 6 dimensions of analysis: HRM strategy HRM practices HRM outcomes Behavior outcomes Performance outcomes Financial outcomes The model is prescriptive in the sense that it is based on the assumption that HRM is distinctively different from traditional personnel management (rooted in strategic management, etc.). 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. However, Guest has acknowledged that the concept of commitment is 'messy' and that the relationship between commitment and high performance is (or, perhaps, was - given the age of this material) difficult to establish. It also employs a 'flow' approach, seeing strategy underpinning practice, leading to a variety of desired outcomes. Like its American predecessors, this UK model is unitarist (tying employee behavior and commitment into the goals of strategic management) and lukewarm on the value of trade unions. The employee relationship is viewed as one between the individual and the organization. P1.2 Compare the differences between Storey’s definitions of HRM, personnel and IR practices: Storey defines HRM as a strategic and coherent approach to the management of an organization’s most valued assets-the people working there who individually and collectively contribute...
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...Radio – www.academy-of-rock.co.uk 2 1. BEST FIT APPROACH HR practices must fit well with other aspects of the organisation to be effective The strategic position of the organisation may determine which practices to adopt 3 BEST FIT MODEL Environmental triggers integration Strategic Strategic objectives HR strategies Cultural change Structural changes Job/role profiling Individual attitudes , behaviours Competence-based HR policies ad practices The six pack - key levers Internal integration integration External 4 2. BEST PRACTICE APPROACH TO SHRM Greater use of the same HR practices, pursued collectively and consistently, will always result in better performance All organisations would benefit from adopting these practices 5 BEST PRACTICE HR ELEMENTS Careful recruitment and selection Extensive use of communications Teamwork with flexible job design Strong emphasis on training Involvement in decision-making with responsibility Performance appraisal with links to pay Fluid and adaptive organisational structure High quality staff and internal practices to achieve high quality products Optimal employee commitment to enterprise goals 6 GUEST’S BEST PRACTICE MODEL HRM Policies HRM Outcomes Organisational Outcomes Org/ job design Recruitmens Selection Socialisation Appraisal Training Development Reward system Communication Strategic integration Commitment Flexibility/ adaptability Quality High High job performance problem...
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...Radio – www.academy-of-rock.co.uk 2 1. BEST FIT APPROACH HR practices must fit well with other aspects of the organisation to be effective The strategic position of the organisation may determine which practices to adopt 3 BEST FIT MODEL Environmental triggers integration Strategic Strategic objectives HR strategies Cultural change Structural changes Job/role profiling Individual attitudes , behaviours Competence-based HR policies ad practices The six pack - key levers Internal integration integration External 4 2. BEST PRACTICE APPROACH TO SHRM Greater use of the same HR practices, pursued collectively and consistently, will always result in better performance All organisations would benefit from adopting these practices 5 BEST PRACTICE HR ELEMENTS Careful recruitment and selection Extensive use of communications Teamwork with flexible job design Strong emphasis on training Involvement in decision-making with responsibility Performance appraisal with links to pay Fluid and adaptive organisational structure High quality staff and internal practices to achieve high quality products Optimal employee commitment to enterprise goals 6 GUEST’S BEST PRACTICE MODEL HRM Policies HRM Outcomes Organisational Outcomes Org/ job design Recruitmens Selection Socialisation Appraisal Training Development Reward system Communication Strategic integration Commitment Flexibility/ adaptability Quality High High job performance problem...
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...SOFT AND HARD MODELS OF HUMAN RESOURCE MANAGEMENT: A REAPPRAISAL* CATHERINE TRUSS Kingston Business School LYNDA GRATION London Business School VERONICA HOPE-HAILEY Crarford School of Management PATRICK MCGOVERN London School of Economics PHIUP STILES London Business School ABSTRACT Two of the most widely adopted models of human resource management are the hard and soft versions. These are based on opposing views of human nature and managerial control strategies. The hard model is based on notions of tight strategic control, and an economic model of man according to Theory X, while the soft model is based on control through commitment and Theory Y. We argue that because these assumptions are so divergent, they cannot both properly be incorporated within a single model of human resource management. Human resource management (HRM) has frequently been described as a concept with two distinct forms: soft and hard. These are diametrically opposed along a number of dimensions, and they have been used by many commentators as devices to categorize approaches to managing people according to developmental- humanist or utilitarian-instrumentalist principles (Legge, 1995b). The terms have gained some currency although, from a theoretical point of view, the underlying conflicts and tensions contained within the models have not been sufficiently explored and, from a practical perspective, available empirical evidence would suggest that neither model accurately...
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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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