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The Human Resource Management model contains all human resource activities that, when discharged effectively, result in a competent and willing workforce that helps realize organizational goals. The Michigan model of HRM focuses on matching the right people to jobs through effective selection processes to achieve organizational effectiveness. It emphasizes human resource development through training and opportunities for employees to learn new skills and achieve tasks.
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Hrmmodels 130405202707-phpapp01 (3)
- 2. The HumanResource Management model contains all Human Resource activities. When these activities are discharged effectively, they will result in a competent and willing workforce who will help realize organizational goals. 6/9/2016madjutt777@gmail.com MODELS OF HRM 2
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- 5. 5madjutt777@gmail.com MODELS OFHRM 6/9/2016
- 6. Harvard Model ofHRM 6madjutt777@gmail.com MODELS OF HRM 6/9/2016
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- 8. Employee Influence • Authority •Responsibility • Power Reward • Pay systems • Incentives • Motivation HR Flow • Recruitment, Selection • Placement, Promotion • Assessment, Appraisal • Termination Work System • Design of work • Alignment of people HUMAN RESOURCE POLICY AREAS 8madjutt777@gmail.com MODELS OF HRM 6/9/2016
- 9. • psychological attachment Commitment • Abilityto do job Properly Competence • similarity between objects/individuals Congruence • Wage • Turnover • Benefits • Absenteeism • Strikes Cost Effectiveness HR OUTCOMES 4 C’S 9madjutt777@gmail.com MODELS OF HRM 6/9/2016
- 10. COMMITMENT Turnover Absents Grievances Dignity Identity Loyalty Societal spin-off Better performance Enhancedself worth Psychological involvement How workers feel about their jobs To what extent ? 10madjutt777@gmail.com MODELS OF HRM 6/9/2016
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- 12. Level of congruencein HRM policies * • Management and employees * • Employee groups * • Organization and the community * • Employees and their families * • Individual Congruence means similarity between objects/individuals Lacking of Congruence leads to – Low level of Trust Common purpose High costs in terms of Money Time Energy Stress 12madjutt777@gmail.com MODELS OF HRM 6/9/2016
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- 14. Societal wellbeing Organizational effectiveness & efficiency Individual welfare Long-term consequences (both benefitsand costs) of human resource policies should be evaluated at three levels 14madjutt777@gmail.com MODELS OF HRM 6/9/2016
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- 17. What are thesocietal costs of a strike or a layoff Psychological problems Physical health problems Community Local Agencies State Federal Govt 17madjutt777@gmail.com MODELS OF HRM 6/9/2016
- 18. 18madjutt777@gmail.com MODELS OFHRM 6/9/2016
- 19. MICHIGAN MODEL 19madjutt777@gmail.com MODELSOF HRM 6/9/2016
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- 21. Organizational Requirements Matching People to Job RightPerson on Right job 21madjutt777@gmail.com MODELS OF HRM 6/9/2016
- 22. 22madjutt777@gmail.com MODELS OFHRM 6/9/2016
- 23. 23madjutt777@gmail.com MODELS OFHRM 6/9/2016
- 24. 24madjutt777@gmail.com MODELS OFHRM 6/9/2016
- 25. •Base Salary •Pay Incentives •Employee Benefits Financial Reward •Praise •Recognition •Timeoff Non-financial Rewards Rewards system/ Pay policy leads to Human development 25madjutt777@gmail.com MODELS OF HRM 6/9/2016
- 26. • New Hired Employees Training •To Learn Skills Opportunities • Distribute to Achieve Tasks Resources 26madjutt777@gmail.com MODELS OF HRM 6/9/2016
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- 28. 28madjutt777@gmail.com MODELS OFHRM 6/9/2016