Hard and soft approach to HRM
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Hard and soft approach to HRM
- 2. HARD Approach • Employees are simply resources of the business • Instrumental approach toward managing employees. • HARD HRM = stresses `the quantitative, calculative and business-strategic,task aspects
- 4. Features • Taller Organizational Structures • Hierarchical • Command and Control • No delegation of authority
- 5. Leadership • Autocratic Leadership Style • Employees are only instructed on how to do their job, rather than taking part in decision making
- 6. Training And Development • Designed on current job requirement • Based on responding to current needs • Initiated by HR/Top management • Emphasizes productivity needs
- 7. Appraisals • Judgmental appraisal • Evaluation process is informal • Evaluation process is on-going • Evaluated as individuals • Evaluation used for reward and remedial
- 8. Pay – enough to recruit and retain enough staff • Std and Fixed package • Employees feel job is secure • Wage adjustment based on seniority • Salary determined by market rates
- 9. Communication • Minimal Communication • Top-Down
- 10. Soft HRM Approach • Employees are the most important resource • Source of competitive advantage • SOFT HRM = People-Focused / High-Commitment
- 11. “Train your Employee Enough Train them so much So that anybody can pay them Double Salary Of what you are giving them “ 2 Richard Branson Theory “ Treat them well Enough So they don’t want to Leave “
- 12. Focus
- 13. Features • Few layers • Shared Culture • Two-Way Communication
- 14. Team Cohesiveness • Employees trust each other • Employees work as a team • Encourage to learn each others tasks • Organization is relationship oriented • Supervisors help to build cohesive team • Employees assist each other
- 15. Work Environment • Working environment is of trust and warm • Employees have influence at workplace • Environment is amiable • Comfortable rest and recreation areas • Supervisor is approachable
- 16. Communication Flow • Employees appreciate management giving accurate information • Explanation on importance of tasks • Employees briefed on development plans • Open communication with supervisors • Regular feedback on performance
- 17. Democratic Leadership • Opinions are asked, consulted
- 18. • Appraisal System focuses on identifying Training and Development needs. • Pay and Performance related Rewards
- 19. Employees promoted from within whenever possible Promoted from within, internal vacancy Succession Planning
- 21. Based on Attitude and Integration with Team
- 22. Which is best? Soft or Hard HRM? “ It Depends.”
- 23. HARD HRM 23 1. Useful when Management have Expertise 2. Quicker Decision Making 3. Cost Effective Leads to 1. Poor Employee Relation 2. Job Hopper/Staff Turnover 3.Less Successful Recruitment
- 24. Soft HRM • Useful when employees are experienced • Employee Loyalty • Use of Skill • Decision making needs more time • Costly Approach Leads to RS.
- 27. We practice Soft HRM Of the people By the people For the people
- 28. Nepal Perspective HARD HRM • Banking Industry • Private Company SOFT HRM • Public Service Commission • NGO/INGO
- 29. Conclusion So We Can Say, Situation of an Organization & Behaviour of the Employees Convey Steward Which is the Best Fitted to Follow !!!
Editor's Notes
- stresses `the quantitative, calculative and business-strategic aspects
- Command and Control model
- Issue order and not negotiable, must be carried out
- Aimed to achieve org objectives
- Utilize employee as cheaply as possible, utilize at full capacity
- Soft HRM is associated with the human relations movement, the utilization of individual talents and McGregor's Theory Y per- spective on individuals (developmental±humanism). (PDF) Soft and Hard Models of Human Resource Management: A Reappraisal. Available from:.
- Needs of employee, training n development, participation, job satisfaction
- Stm employee come with ideas that mgmt. has missed or has not thought.
- Depends on philosophy of mgmt. Depends on goal and vision of org. Depends on executives personality traits
- Employee are not given authority to participate in D.M so fast. Pay Mininum, low training and development cost Employees are not valued, respect Don’t feel part of organization, constantly they look for better opportunity They don’t look for wider test and capability they just look whether is able to perform job or not
- Costly -- [higher pay, performance-related incentives] More opinions are taken in count and more people are consulted