Human Resource Management Model
Purpose of Human Resource Management Model
Harvard Model
Matching Model
Guest Model
Dave Ulrich Model
Storey Model
Best practice model
Best fit Model
Bath People and Performance Model
Strategic Human Resource Management (SHRM) - MBA 423 Human Resources Manageme...Stuart Gow
Chapter Review/ Discussion Questions (CRQs) – 10% marks
At the end of each chapter of the text book, there are chapter review questions (CRQs) which are meant to review and test the student’s understanding of the chapter. The facilitator will chose and then allocate the CRQs to each group during week 2 for class presentations in weeks 3 to 7. Some of these questions are being recommended by Stone as possible essay questions which are frequently asked in examinations throughout the world. The time for each presentation may vary from 10 to 20 minutes followed by class discussions. The group’s power-point presentations, both soft and hard copies, must be submitted to the course facilitator on or before the presentation. No written report is required for CRQs. The class and the facilitator will evaluate each group’s presentation. A blank evaluation form will be made available in class and posted in Moodle. However, the MBA 423 Human Resource Management GSB, FBE, USP facilitator has the final say in terms of the final marks to be allocated to each group. The criterias to be used as a guide for evaluating the CRQ presentations is provided in the blank evaluation form.
MBA 423 Human Resources Management (Elective Course)
The effective management of people has an important bearing on organisational success. The importance of personnel policies and procedures has created opportunity for managers and administrators with expertise in this field. The course provides conceptual and practical skills in areas such as the strategic aspects of human resource management, manpower planning, recruitment and selection, performance appraisal, training and development, salary administration and employee benefits. Industrial relations in the context of the South Pacific region is an important theme.
http://www.usp.ac.fj/index.php?id=mba423
Students:
Stuart Gow
Amrish Narayan
Chaminda Wanninayake
Graduate School of Business
Faculty of Business and Economics
University of the South Pacific,
Private Bag, Laucala Campus,
Suva, Fiji.
Tel: (679) 323 1391/323 1392
Fax: (679) 323 1397
In the 20th century HR is no more a departmental function. It is a core process determining the viability of your strategies. Strategies fail if they are not supported by the appropriate Human resource. Learn & Understand How.!
Strategic Human Resource Management (SHRM) - MBA 423 Human Resources Manageme...Stuart Gow
Chapter Review/ Discussion Questions (CRQs) – 10% marks
At the end of each chapter of the text book, there are chapter review questions (CRQs) which are meant to review and test the student’s understanding of the chapter. The facilitator will chose and then allocate the CRQs to each group during week 2 for class presentations in weeks 3 to 7. Some of these questions are being recommended by Stone as possible essay questions which are frequently asked in examinations throughout the world. The time for each presentation may vary from 10 to 20 minutes followed by class discussions. The group’s power-point presentations, both soft and hard copies, must be submitted to the course facilitator on or before the presentation. No written report is required for CRQs. The class and the facilitator will evaluate each group’s presentation. A blank evaluation form will be made available in class and posted in Moodle. However, the MBA 423 Human Resource Management GSB, FBE, USP facilitator has the final say in terms of the final marks to be allocated to each group. The criterias to be used as a guide for evaluating the CRQ presentations is provided in the blank evaluation form.
MBA 423 Human Resources Management (Elective Course)
The effective management of people has an important bearing on organisational success. The importance of personnel policies and procedures has created opportunity for managers and administrators with expertise in this field. The course provides conceptual and practical skills in areas such as the strategic aspects of human resource management, manpower planning, recruitment and selection, performance appraisal, training and development, salary administration and employee benefits. Industrial relations in the context of the South Pacific region is an important theme.
http://www.usp.ac.fj/index.php?id=mba423
Students:
Stuart Gow
Amrish Narayan
Chaminda Wanninayake
Graduate School of Business
Faculty of Business and Economics
University of the South Pacific,
Private Bag, Laucala Campus,
Suva, Fiji.
Tel: (679) 323 1391/323 1392
Fax: (679) 323 1397
In the 20th century HR is no more a departmental function. It is a core process determining the viability of your strategies. Strategies fail if they are not supported by the appropriate Human resource. Learn & Understand How.!
After completion of this seminar audience will be able to know:
What is HRM Model?
Why we need to design HRM Model?
Importance and focus of each HRM Model;
Being HR professional, what would be the Negative consequences if we don’t know about HRM Models?
This ppt will help you to understand about various HR challenges in current business environment & give you a brief insight to increase your conceptual idea in HR field.
Strategic human resource management and strategic management processVARUN SHARMA
hey guys!! it is my second presentation on Strategic Human Resource Management and Strategic Human Resource Management Process..have a look and give me suggestions for it :)
HR practitioners have learned to add value by becoming effective facilitators of senior team strategic planning sessions. Operationally, HR units can ensure their plans and programs support and drive strategic business: Capability Assessment, Capacity Management, SWOT-FS, Importance-Performance Analysis, Benchmarking and Best Practice studies and impact evaluation using Kirkpatrick Level 3 & 4 assessment are just some of the tools.
Human Resource Management and Its Importanceprachimba
Human Resource Management (HRM) is a crucial function within organizations that focuses on managing the people who work for the organization. Its primary objective is to maximize employee performance to achieve the organization's goals effectively.
After completion of this seminar audience will be able to know:
What is HRM Model?
Why we need to design HRM Model?
Importance and focus of each HRM Model;
Being HR professional, what would be the Negative consequences if we don’t know about HRM Models?
This ppt will help you to understand about various HR challenges in current business environment & give you a brief insight to increase your conceptual idea in HR field.
Strategic human resource management and strategic management processVARUN SHARMA
hey guys!! it is my second presentation on Strategic Human Resource Management and Strategic Human Resource Management Process..have a look and give me suggestions for it :)
HR practitioners have learned to add value by becoming effective facilitators of senior team strategic planning sessions. Operationally, HR units can ensure their plans and programs support and drive strategic business: Capability Assessment, Capacity Management, SWOT-FS, Importance-Performance Analysis, Benchmarking and Best Practice studies and impact evaluation using Kirkpatrick Level 3 & 4 assessment are just some of the tools.
Human Resource Management and Its Importanceprachimba
Human Resource Management (HRM) is a crucial function within organizations that focuses on managing the people who work for the organization. Its primary objective is to maximize employee performance to achieve the organization's goals effectively.
About Human Resources Management (HRM), its objectives, benefits, different stratergies under HRM, challenges faced by HRM and covering Personnel Management (PM) and Strategic Human Resource Management (SHRM). Also, comparing these different managements with HRM
Introduction to human resource managementShilpa Rajak
human resource management : concept and perspective evolution ans its philosophy, challenges in changing environment and the issues in India.
ALL MBA STUDENTS
This PPT provides you knowledge about the Human Resource Models.
After completion of the presentation, we will able to know:
What is HRM?
Outlines to keep in mind about the HR Models
Goals
Hard Approach
Soft Approach
The Ulrich Model (The Business Partner Model)
The ASTD Competency Model
Conclusion
Contact for Further Details or any query
Amit Giri
(Teacher at The Changers Academy)
e-mail id :- edu.thechangers@gmail.com
contact number :- 87108 - 20002
- HR for Competitive Advantage
- Responsibilities of Line Managers
- Responsibilities of Staff Manager
- Line and Staff Relations
- Roles and Responsibilities of HR Manager
- ASTD Model of Human Resource Management
Human Resource Management- Chap1_230509_171504.pdfYashPatil400755
Introduction
An HRM presentation is more than just a slideshow filled with facts and figures. It’s a powerful tool for conveying the essence of Human Resource Management, a critical function within any organization. In this comprehensive exploration, we delve into the art and science of creating a successful HRM presentation.
Chapter 1: The Essence of HRM Presentation
In the first chapter, we establish the foundation for understanding HRM presentations. We define HRM and its significance in modern organizations. We emphasize that HRM presentations are not just about policies and procedures but are a reflection of an organization’s culture, values, and commitment to its workforce.
Chapter 2: Planning and Preparation
This chapter is dedicated to the preparatory stages of creating an HRM presentation. It covers the importance of defining objectives, audience analysis, and setting clear goals. It also delves into the research required to gather accurate data and the organization of content to ensure a coherent flow.
Chapter 3: Crafting Engaging Content
Engaging content is the heart of any presentation. This section discusses techniques for crafting compelling narratives, choosing appropriate visuals, and using storytelling to make the content relatable. We’ll also explore the use of statistics, case studies, and real-life examples.
Chapter 4: Designing an Impactful Presentation
Aesthetic appeal is essential for capturing the audience’s attention. We explore design principles, the use of colors, fonts, and imagery. This chapter also provides tips on using technology to create visually stunning slides and choosing the right platform for delivery.
Chapter 5: Effective Data Visualization
Data is a vital component of HRM presentations. In this section, we dive into the art of data visualization, discussing the use of charts, graphs, and infographics to present complex information clearly. We also address ethical considerations when presenting sensitive HR data.
Chapter 6: Navigating the Challenges
Every presentation faces potential roadblocks. This chapter highlights common challenges HR professionals may encounter when delivering HRM presentations, including resistance to change, addressing sensitive HR issues, and maintaining confidentiality.
Chapter 7: Engaging the Audience
Engaging the audience goes beyond the content; it’s about interaction and communication. We discuss strategies for audience engagement, including Q&A sessions, polls, and surveys. We also explore the use of multimedia elements like videos and quizzes.
Chapter 8: The Ethical Imperative
Ethics play a crucial role in HRM presentations. This chapter discusses the importance of transparency, respecting privacy, and adhering to legal and ethical standards when sharing sensitive HR information.
Chapter 9: Measuring Impact and Effectiveness
Once the presentation is delivered, it’s vital to assess its impact. We delve into methods for evaluating the effectiveness of HRM pr
Definition of Training
Training Design Process
The Forces influencing working and learning
The Strategic Training and Development Process
Organizational Characteristics that Influence Training
This is a presentation by Dada Robert in a Your Skill Boost masterclass organised by the Excellence Foundation for South Sudan (EFSS) on Saturday, the 25th and Sunday, the 26th of May 2024.
He discussed the concept of quality improvement, emphasizing its applicability to various aspects of life, including personal, project, and program improvements. He defined quality as doing the right thing at the right time in the right way to achieve the best possible results and discussed the concept of the "gap" between what we know and what we do, and how this gap represents the areas we need to improve. He explained the scientific approach to quality improvement, which involves systematic performance analysis, testing and learning, and implementing change ideas. He also highlighted the importance of client focus and a team approach to quality improvement.
Instructions for Submissions thorugh G- Classroom.pptxJheel Barad
This presentation provides a briefing on how to upload submissions and documents in Google Classroom. It was prepared as part of an orientation for new Sainik School in-service teacher trainees. As a training officer, my goal is to ensure that you are comfortable and proficient with this essential tool for managing assignments and fostering student engagement.
How to Split Bills in the Odoo 17 POS ModuleCeline George
Bills have a main role in point of sale procedure. It will help to track sales, handling payments and giving receipts to customers. Bill splitting also has an important role in POS. For example, If some friends come together for dinner and if they want to divide the bill then it is possible by POS bill splitting. This slide will show how to split bills in odoo 17 POS.
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
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An EFL lesson about the current events in Palestine. It is intended to be for intermediate students who wish to increase their listening skills through a short lesson in power point.
We all have good and bad thoughts from time to time and situation to situation. We are bombarded daily with spiraling thoughts(both negative and positive) creating all-consuming feel , making us difficult to manage with associated suffering. Good thoughts are like our Mob Signal (Positive thought) amidst noise(negative thought) in the atmosphere. Negative thoughts like noise outweigh positive thoughts. These thoughts often create unwanted confusion, trouble, stress and frustration in our mind as well as chaos in our physical world. Negative thoughts are also known as “distorted thinking”.
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This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
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Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
2. Learning Outcome
Recognise different models of HRM and explain their applicability to a
particular context.
Human Resource Management Model
Purpose of Human Resource Management Model
Harvard Model
Matching Model
Guest Model
Dave Ulrich Model
Storey Model
Best practice model
Best fit Model
Bath People and
Performance Model
3. HRM model (or HR framework) is a term which
stands for an organisation’s strategic scheme designed
to help administer and coordinate business functions
regarding human capital.
The goal of creating HRM models is to help companies
manage their workforce in the most efficient and
effective manner possible, in order to achieve the
established objectives.
HRM Model
4. Purpose of Human Resource
Management Model
They provide an analytical framework for studying Human resource
management (for example, situational factors, stakeholders, strategic
choice levels, competence)
They legitimize certain HRM practices; a key issue here is the
distinctiveness of HRM practices: “It is not the presence of selection or
training but a distinctive approach to selection or training that matters”.
They provide a characterization of human resource management that
establishes variables and relationships to be researched.
They serve as a heuristic device-something to help us discover and
understand the world for explaining the nature and significance of key
HR practices.
???
5. Harvard Model The Harvard model claims to be
comprehensive in as much as it seeks to
comprise six critical components of HRM.
The dimensions included in the model are
stakeholders
Interests
Situational factors
HRM policy choices
HR outcomes
Long-term consequences
Feedback loop through.
The outputs flow directly into the
organization and the stakeholders
This model was developed by
Beer et al (1984)
6.
7. • The Stakeholders interests recognize the importance of 'trade offs' between the interests of the owner and those of
employees. Trade offs also exists among other interest groups. But this is the challenge of HR manager, who needs to
balance the interests of all stakeholders.
• The Situational Factors influence management's choice of HR strategy. the contingent factors included in the model
include work force characteristics, management philosophy, labour market, task, technology and laws and social values.
• HRM Policy Choices emphasize the management's decisions and actions in terms of HRM can be fully appreciated only if it
is recognised that they result from an interaction between constraints and choices. This model outlines four HR Policy
areas:
• Employee Influence - delegated levels of authority, responsibility, power etc.
• HR Flows - recruitment, selection, promotion, appraisal, termination etc.
• Reward System - Pay system, motivation etc.
• Work System - design of work and alignment of people
• These HRM policy choices lead to 4 Cs of HR Policy Outcomes, that have to be achieved:
Commitment
Congruence
Competence
Cost Effectiveness
• Beer et al (1984) proposed that long term Consequences both benefits and costs of HR policies should be evaluated at
three levels: Individual, Organizational and Societal. These in turn should be analyzed using the 4 Cs.
• The Feedback Loop is the sixth component of the Harvard Model. as was stated above, situational factors influence HRM
policy and choices, and are influenced by long-term consequences. Similarly, stakeholders interests influence HRM policy
choices, and in turn, are impacted by long-term consequences (see Figure)
8. Matching Model Fombrun, Tichy & Devanna model held that HR system and
the organizational structure should be managed in a way
that is congruent with organizational strategy.
This model identified four common HR processes performed
in every organization:
• Selection: matching people to jobs
• Appraisal of performance
• Rewards: emphasizing the real importance of pay and
other forms of compensation in achieving results
• Development of skilled individuals
These processes are linked in a human resource cycle.
This is the first and very simple model that serves as a
heuristic framework for explaining the nature and
significance of the key HR activities. But it is incomplete as it
focuses only on four functions and ignores all
environmental and contingency factors that impact HR
functions.
This model was developed by
Fombrun, Tichy & Devanna
in 1984
9.
10. Guest Model This model claims that the HR manager has specific
strategies to begin with, which demand certain
practices and when executed, will result in outcomes.
These outcomes include :
• Behavioral
• Performance-related
• Financial rewards.
The model emphasizes the logical sequence of six
components:
• HR strategy
• HR practices
• HR outcomes
• Behavioral outcomes
• Performance results
• Financial consequences
This model was developed by
David Guest in 1997
12. Dave Ulrich Model
The Ulrich Model focus on processes and functions,
this model is centred around people of the
organisation and the roles they play in the grand
scheme of things.
Ulrich emphasised that remodelling HR doesn’t
rely primarily on HR functions. He stressed that
CEO, together with senior management, also has a
significant part to play in the process.
The Ulrich Model falls under the creative HRM and
focuses on organising all HR functions into four
central roles:
• Strategic partner
• Change agent
• Administrative expert
• Employee champion (or employee advocate).
This model was developed by Dave Ulrich in
1997
13.
14. Strategic Partner
Strategic Partner is about alignment of HR activities and initiatives with the global business strategy and it is the task of
the HR Management and HR Business Partners. Sometimes, it sounds easy to implement Strategic Partnership, but it
needs a lot of effort from Human Resources.
Change Agent
Change Agent is a very important area of the Ulrich’s HR Model. Change agent is about supporting the change and
transition of the business in the area of the human capital in the organization. The role of Human Resources is the
support for change activities in the change effort area and ensuring the capacity for the changes.
Administrative Expert
Administrative Expert changes over the period of time. In the beginning, it was just about ensuring the maximum
possible quality of delivered services, but nowadays the stress is put on the possibility to provide quality service at the
lowest possible costs to the organization.
Employee Champion
Employee Champion is a very important role of Human Resources. The employee advocate knows what employees
need and HRM should know it. The employee advocate is able to take care about the interest of employees and to
protect them them during the process of the change in the organization.
15. Storey Model
The Storey model talks about two forms of HRM.
• Hard HRM practices
• Soft HRM practices
First is the ‘Hard’ form that focuses on the resource
side of human resources. It focuses on notions of tight
strategic control. It emphasizes the role of
management in cutting the cost by keeping only the
required number of workers in the organization. Its
main elements are close integration of human
resource policies, systems, and activities with business
strategy.
The second form is soft HRM that focuses on the
human side. This lays importance on communication
among employees and motivation among them to lead
the organization. They consider employees as a
valuable asset and a source of competitive advantage
because of their commitment, reliability, skills, and
efficiency.
The model was developed by
John Storey in 1989
16. The storey model was based on four components:
Beliefs: He believed that human resource is the most important factor of production. Organizations success is based on the commitment and
capabilities of their employees, therefore employees should be treated as valuable assets and not mere factors of production.
Strategic qualities: Hrm is strategic in nature and therefore requires the attention of the senior managers and top executives. It is also the most
important source of competitive advantage. HR strategies are dynamic in nature; they take into consideration their business environment changes.
Role of line manager: It is clear from hrm philosophy that people management is too important to be left to personnel specialist and this is seen
through the strong link that exists between employees and line managers. Line managers perform HRM roles in their day to day activities.
Key levers: Culture is more important than procedures and systems because it reduces the case of conflict in an organization thereby increasing
understanding and unity. This is primarily important because culture management brings consensus on overall organization values, beliefs and
assumptions. It is essential in flexibility and commitment.
He emphasized, the long term importance of hrm. It needs to be integrated into the management functions and is seen to have importance consequences on
the ability of the organisation to achieve its goals. The key functions of HRM which are seen to encourage commitment rather than compliance.
17. Best practice model • The best practice model is one that can be
applied universally. For the best fit, human
resource policies must be aligned with
business strategy and objectives.
• This can be done by checking regularly on
the needs of the organization as well as
employees.
• The best practice leads to superior business
employees. These processes help the
organization to have a comparative
advantage.
18. Pfeffer (1994) gave various best practices that are universal in nature and
adopting them leads to the superior performance of the organization.
These are:
• Employment security
• Selective hiring
• High compensation based on performance
• Self-managed teams
• Training to have skilled workers,
• Equality among workers
• Sharing essential information with the employees of the firm.
19. Best fit Model
The best fit approach emphasizes the
importance of ensuring that HR strategies are
appropriate to the circumstances of the
organization, including its culture, operational
processes and external environment. HR
strategies have to take account of the particular
needs of both the organization and its people.
The starting point should be an analysis of the
business needs of the firm within its context
(culture, structure, technology and processes).
This may indicate clearly what has to be done.
Thereafter, it may be useful to pick and mix
various ‘best practice’ ingredients, and develop
an approach that applies those that are
appropriate in a way that is aligned to the
identified business needs
20. Bath People and
Performance Model
In this model performance is a function of
Ability + Motivation + Opportunity (AMO).
On the outside ring, 11 policy or practice areas
are identified to feed into and give meaning to
AMO. The second crucial feature of the model is
the central box – front-line management –
which draws attention to the fact that nearly all
HR policies are applied through and by line
managers.
It is these managers who bring policies to life.
Organizational commitment, motivation and
job satisfaction all lead to discretionary
behaviour, which in turn generates
performance outcomes, which in themselves
contribute to commitment, motivation and job
satisfaction.
The model was developed by Purcell et al (2003)