Strategic human resource management (SHRM) takes a comprehensive, integrative, and long-term approach to managing an organization's human capital. It focuses on aligning HR strategies and practices with business strategies to maximize customer value and organizational performance. Key aspects of SHRM include establishing vertical and horizontal alignment between HR and business strategies, ensuring consistency between HR sub-functions, and integrating HR decisions with other functional areas. The role of HR is evolving from administrative and operational to more strategic, focusing on change management, strategic partnering, and developing intellectual capital.
Strategic human resource management (SHRM) aligns a company's human resource strategies and policies with its business strategies and objectives. The document discusses key concepts in SHRM including determining strategic objectives, developing action plans, the four components of SHRM, and linking business and HR strategies. It also covers frameworks for SHRM such as strategic fit, distinctive HR practices, and theoretical perspectives including fit, functional, economic, and typological. Examples are provided of alternative HR strategies in different industries and contexts.
Strategic human resource management (HRM) refers to aligning an organization's human resource strategies and policies with its business strategies and objectives. The document discusses various aspects of strategic HRM including definitions of strategy, the need for strategic HRM, strategic analysis in HRM, competitive strategy, stages of strategic management, and the relationship between strategy and HRM. It also covers human resource investments such as in training and development, job security, health, and differently-abled employees. The human resource environment including trends in technology, demographics, values and management are important considerations in strategic HRM.
Introduction to Human Resource Management Evolution, Objective, Nature, Philo...Rai University Ahmedabad
Human resource management has evolved over three periods: (1) before the industrial revolution when apprentices assisted craftspeople, (2) during the industrial revolution when personnel management emerged to handle worker wages and unions, and (3) after the industrial revolution when scientific management and studies like Hawthorne shifted the focus to worker satisfaction and treating employees as a valuable resource. Modern HRM aims to maximize employee performance for business objectives through policies and development activities like recruitment, benefits, training, and performance reviews.
This document discusses various perspectives on strategy and strategic human resource management. It provides definitions of strategy from several scholars, such as Mintzberg, Quinn and Purcell. It also defines strategic management and strategic HRM. The document outlines different types of strategies, including business, operations and resource strategies. It discusses the role of HR in strategy formulation and implementation. Finally, it presents models of strategic HRM and discusses advantages and disadvantages of taking a strategic approach to HRM.
The document discusses human resource planning. It defines human resource planning as analyzing and identifying an organization's need for and availability of human resources to meet its objectives. The key aspects of human resource planning covered are forecasting future human resource requirements and supply, comparing forecasts to identify surpluses or shortages, and developing programs to address imbalances. The goal of human resource planning is to ensure the right number and type of employees are available when and where needed.
Strategic human resource management (SHRM) involves using people strategically to achieve organizational goals. There are four main approaches to SHRM: resource-based, high-performance management, high-commitment management, and high-involvement management. SHRM requires understanding the internal and external environment, including trends in technology, organizational structure, employee values and attitudes, management practices, demographics, and international factors. The environment shapes HR strategies around skills, training, compensation, and organizational design.
Strategic human resource management (SHRM) aligns a company's human resource strategies and policies with its business strategies and objectives. The document discusses key concepts in SHRM including determining strategic objectives, developing action plans, the four components of SHRM, and linking business and HR strategies. It also covers frameworks for SHRM such as strategic fit, distinctive HR practices, and theoretical perspectives including fit, functional, economic, and typological. Examples are provided of alternative HR strategies in different industries and contexts.
Strategic human resource management (HRM) refers to aligning an organization's human resource strategies and policies with its business strategies and objectives. The document discusses various aspects of strategic HRM including definitions of strategy, the need for strategic HRM, strategic analysis in HRM, competitive strategy, stages of strategic management, and the relationship between strategy and HRM. It also covers human resource investments such as in training and development, job security, health, and differently-abled employees. The human resource environment including trends in technology, demographics, values and management are important considerations in strategic HRM.
Introduction to Human Resource Management Evolution, Objective, Nature, Philo...Rai University Ahmedabad
Human resource management has evolved over three periods: (1) before the industrial revolution when apprentices assisted craftspeople, (2) during the industrial revolution when personnel management emerged to handle worker wages and unions, and (3) after the industrial revolution when scientific management and studies like Hawthorne shifted the focus to worker satisfaction and treating employees as a valuable resource. Modern HRM aims to maximize employee performance for business objectives through policies and development activities like recruitment, benefits, training, and performance reviews.
This document discusses various perspectives on strategy and strategic human resource management. It provides definitions of strategy from several scholars, such as Mintzberg, Quinn and Purcell. It also defines strategic management and strategic HRM. The document outlines different types of strategies, including business, operations and resource strategies. It discusses the role of HR in strategy formulation and implementation. Finally, it presents models of strategic HRM and discusses advantages and disadvantages of taking a strategic approach to HRM.
The document discusses human resource planning. It defines human resource planning as analyzing and identifying an organization's need for and availability of human resources to meet its objectives. The key aspects of human resource planning covered are forecasting future human resource requirements and supply, comparing forecasts to identify surpluses or shortages, and developing programs to address imbalances. The goal of human resource planning is to ensure the right number and type of employees are available when and where needed.
Strategic human resource management (SHRM) involves using people strategically to achieve organizational goals. There are four main approaches to SHRM: resource-based, high-performance management, high-commitment management, and high-involvement management. SHRM requires understanding the internal and external environment, including trends in technology, organizational structure, employee values and attitudes, management practices, demographics, and international factors. The environment shapes HR strategies around skills, training, compensation, and organizational design.
The document discusses key topics in human resource management including gaining competitive advantage through people, the impact of globalization and technology, managing change, developing human capital, responding to market pressures, containing costs, and addressing demographic and employee concerns. It outlines objectives for understanding how these factors influence HR strategies and the roles and competencies of today's HR managers.
This document discusses strategic human resource management (SHRM) in small and medium enterprises (SMEs). It outlines factors that enable operating excellence for SMEs, including strong management teams, talent recruitment and retention, enabling strategies, supportive culture, and rewards/incentives. SHRM approaches may differ depending on industry maturity levels - innovative practices are important in growth industries while technical HR is sufficient in mature industries. Institutionalizing SHRM builds core competencies and capabilities, allowing SMEs to better serve corporate partners. Management commitment is also key to SHRM success in SMEs.
Strategic human resource management (SHRM) aligns a company's human resource strategies and policies with its business strategies and objectives. The document discusses key concepts in SHRM including determining strategic objectives, developing action plans, the four components of SHRM, and linking business and HR strategies. It also covers frameworks for SHRM such as strategic fit, HR bundles, and theoretical perspectives including fit, functional, economic, and typological. Examples are provided of alternative HR strategies in different industries and how competition is changing HR practices in retail banking.
Human Resource Management involves attracting, managing, motivating and developing employees. The key HRM functions are staffing, training and development, motivation, and maintenance. Staffing includes job design, analysis, recruitment, and selection. Training and development helps employees improve skills and prepares the organization for future needs. Motivation keeps employees enthusiastic about their work. Maintenance retains productive employees through welfare programs, health and safety initiatives, and internal communication. External factors like government regulations, labor unions, and management theories also influence HRM.
Define HRM? Why it is important for an organization.kumail mehdi
Explain why human resource management is important to an organization? How external influences affect human resource management . Explain environmental factors affecting human resource management.
Here are the key points about HR policies:
- HR policies provide guidelines for employees and managers to ensure fair and consistent treatment of employees.
- The main goal of HR policies is to create a productive, compliant and engaging work environment.
- Common types of HR policies include those related to recruitment, employment status, benefits, compensation, conduct, workplace guidelines and the use of technology.
- Well-documented policies help create organizational structure and ensure legal compliance. They communicate management's intentions and expectations.
- Consistent application of policies promotes fairness and reduces potential legal issues.
So in summary, HR policies establish standards and procedures to direct HR activities and regulate employee conduct in support of the organization's objectives.
Definition of shrm ( Strategic Human Resource Management)kush kalra
This document discusses strategic human resource management (SHRM), including its definition, key features, trends, aims, models, outcomes, and contributions to organizations. Specifically, it examines how SHRM differs from traditional HRM, focuses on aligning human resource practices with business strategy and goals, and can improve organizational productivity, effectiveness, and financial performance through its impact on staffing, customer service, organizational culture, and other factors.
The document discusses human resource management (HRM) and performance appraisal. It defines HRM as the process of planning, acquiring, training, appraising, and compensating employees while also addressing labor relations, health, safety, and fairness concerns. HRM aims to match an organization's needs with the skills of its employees. Performance appraisal is defined as a system to review and evaluate an individual's or team's performance over a period of time in order to identify gaps and help organizational control. The document outlines various HRM functions including recruitment, training, development, and compensation as well as methods for performance appraisal.
This document provides an overview of human resource management (HRM). It defines HRM as the process of acquiring, retaining, terminating, developing and using human resources to achieve organizational objectives. The document outlines the meaning, definitions, objectives, nature, features, importance, process, recent trends, roles, duties, scope and functions of HRM. It also discusses the qualifications needed for a human resource manager.
Introduction to Human Resources ManagementElly Mgumba
The document provides an introduction to human resource management (HRM). It defines HRM and distinguishes it from personnel management. Key differences include that HRM is more modern, encompasses more functions like planning, recruiting, training, and performance evaluation, and takes a more strategic approach compared to the administrative focus of personnel management. The document also outlines the evolution of HRM from early systems like the guild system to more modern approaches incorporating scientific management and industrial psychology. It discusses the objectives and roles of HRM professionals and departments in organizations. Finally, it introduces some challenges facing HRM like diversity, technology changes, and government regulations.
The LAMP framework provides a model for effective HR measurement and decision making. It consists of four elements:
1. Logic - Provides the theoretical framework and connections between measures, outcomes, and effects.
2. Analytics - Drawing the right conclusions from data through statistical analysis and identifying key issues.
3. Measures - Getting accurate metrics, but precision is not the only goal; measures should be directed where they provide the greatest return.
4. Process - Effective measurement systems must fit within an organizational change process to transfer knowledge and influence decisions. Measures alone are not enough without integrating the other three elements of the LAMP framework.
This document discusses human resource capability management. It defines capability management as mapping employees' skills to an organization's goals and requirements. It presents a capability management framework with three elements: a capability model outlining key HR skills, a career progression structure, and a professional development guide. The document explains how capability management benefits an organization by ensuring a balance of skills and requirements, innovation, defined career paths, and metrics for performance management. It concludes by listing qualities needed for an HR professional to perform effective capability management, such as analytical skills, an unbiased approach, and a cost-benefit mindset.
Strategic fit strategic human resource managementmanumelwin
The concept of strategic fit states that to maximize competitive advantage a firm must match its capabilities and resources to the opportunities available in the external environment.
Human capital management informs decisions on the issues critical to the organisations success by systematically analyzing, measuring and evaluating how people policies and practices create value. HCM is concerned with obtaining, analyzing and reporting on data that inform the direction of value-adding people management, strategic, investment and operational decisions at corporate level and at the level of front line management
This document discusses human resource management (HRM). It begins by outlining some of the challenges faced by organizations that impact HRM, such as global competitiveness, workforce diversity, and technology changes. It then defines HRM as planning, organizing, directing, and controlling human resources to help organizations and individuals meet their objectives. The document outlines the evolution, nature, scope, objectives, functions, influencing factors, and futuristic vision of HRM. It concludes by stating that HRM should be linked to strategic goals and objectives to improve business performance and develop flexible organizational cultures.
This document discusses the strategic role of human resource management. It covers key topics such as the evolution of HRM, traditional HR vs strategic HR, objectives and functions of HRM, and emerging issues in HRM. The document emphasizes that HR can provide competitive advantage when employee talents are valuable, rare, difficult to imitate, and well-organized to improve business performance. It also highlights the changing role of HR from administrative to strategic partner in organizations.
The document discusses HR analytics and predictive modeling. It defines key concepts like metrics, analytics, and business intelligence. Analytics uses data to understand past trends and predict future outcomes. The document outlines areas where predictive modeling can be applied in HR, like attrition, recruitment effectiveness, and talent forecasting. It also provides examples of companies like Oracle, Sprint, Starbucks, and Dow Chemical that have successfully used analytics to retain top performers, predict attrition, measure engagement impacts, and do workforce planning.
The document discusses the evolving strategic role of human resource management in organizations. It outlines how HR is increasingly seen as a critical strategic partner rather than just handling clerical tasks. It emphasizes that people are the most important resource and how properly managing them can help organizations achieve extraordinary results and meet their goals. Finally, it discusses the importance of HR for attracting and retaining talent, developing employees, and helping organizations gain competitive advantage.
Strategic human resource management (SHRM) involves aligning human resource policies and practices with a company's strategic goals. It is part of the strategic planning process where a company determines its long term goals and how to achieve them given internal/external factors. SHRM means developing employee competencies through practices like training to help the company execute its strategies. The strategic management process involves analyzing strengths/weaknesses, opportunities/threats, setting goals and strategies, implementing plans, and evaluating performance.
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
The document discusses key topics in human resource management including gaining competitive advantage through people, the impact of globalization and technology, managing change, developing human capital, responding to market pressures, containing costs, and addressing demographic and employee concerns. It outlines objectives for understanding how these factors influence HR strategies and the roles and competencies of today's HR managers.
This document discusses strategic human resource management (SHRM) in small and medium enterprises (SMEs). It outlines factors that enable operating excellence for SMEs, including strong management teams, talent recruitment and retention, enabling strategies, supportive culture, and rewards/incentives. SHRM approaches may differ depending on industry maturity levels - innovative practices are important in growth industries while technical HR is sufficient in mature industries. Institutionalizing SHRM builds core competencies and capabilities, allowing SMEs to better serve corporate partners. Management commitment is also key to SHRM success in SMEs.
Strategic human resource management (SHRM) aligns a company's human resource strategies and policies with its business strategies and objectives. The document discusses key concepts in SHRM including determining strategic objectives, developing action plans, the four components of SHRM, and linking business and HR strategies. It also covers frameworks for SHRM such as strategic fit, HR bundles, and theoretical perspectives including fit, functional, economic, and typological. Examples are provided of alternative HR strategies in different industries and how competition is changing HR practices in retail banking.
Human Resource Management involves attracting, managing, motivating and developing employees. The key HRM functions are staffing, training and development, motivation, and maintenance. Staffing includes job design, analysis, recruitment, and selection. Training and development helps employees improve skills and prepares the organization for future needs. Motivation keeps employees enthusiastic about their work. Maintenance retains productive employees through welfare programs, health and safety initiatives, and internal communication. External factors like government regulations, labor unions, and management theories also influence HRM.
Define HRM? Why it is important for an organization.kumail mehdi
Explain why human resource management is important to an organization? How external influences affect human resource management . Explain environmental factors affecting human resource management.
Here are the key points about HR policies:
- HR policies provide guidelines for employees and managers to ensure fair and consistent treatment of employees.
- The main goal of HR policies is to create a productive, compliant and engaging work environment.
- Common types of HR policies include those related to recruitment, employment status, benefits, compensation, conduct, workplace guidelines and the use of technology.
- Well-documented policies help create organizational structure and ensure legal compliance. They communicate management's intentions and expectations.
- Consistent application of policies promotes fairness and reduces potential legal issues.
So in summary, HR policies establish standards and procedures to direct HR activities and regulate employee conduct in support of the organization's objectives.
Definition of shrm ( Strategic Human Resource Management)kush kalra
This document discusses strategic human resource management (SHRM), including its definition, key features, trends, aims, models, outcomes, and contributions to organizations. Specifically, it examines how SHRM differs from traditional HRM, focuses on aligning human resource practices with business strategy and goals, and can improve organizational productivity, effectiveness, and financial performance through its impact on staffing, customer service, organizational culture, and other factors.
The document discusses human resource management (HRM) and performance appraisal. It defines HRM as the process of planning, acquiring, training, appraising, and compensating employees while also addressing labor relations, health, safety, and fairness concerns. HRM aims to match an organization's needs with the skills of its employees. Performance appraisal is defined as a system to review and evaluate an individual's or team's performance over a period of time in order to identify gaps and help organizational control. The document outlines various HRM functions including recruitment, training, development, and compensation as well as methods for performance appraisal.
This document provides an overview of human resource management (HRM). It defines HRM as the process of acquiring, retaining, terminating, developing and using human resources to achieve organizational objectives. The document outlines the meaning, definitions, objectives, nature, features, importance, process, recent trends, roles, duties, scope and functions of HRM. It also discusses the qualifications needed for a human resource manager.
Introduction to Human Resources ManagementElly Mgumba
The document provides an introduction to human resource management (HRM). It defines HRM and distinguishes it from personnel management. Key differences include that HRM is more modern, encompasses more functions like planning, recruiting, training, and performance evaluation, and takes a more strategic approach compared to the administrative focus of personnel management. The document also outlines the evolution of HRM from early systems like the guild system to more modern approaches incorporating scientific management and industrial psychology. It discusses the objectives and roles of HRM professionals and departments in organizations. Finally, it introduces some challenges facing HRM like diversity, technology changes, and government regulations.
The LAMP framework provides a model for effective HR measurement and decision making. It consists of four elements:
1. Logic - Provides the theoretical framework and connections between measures, outcomes, and effects.
2. Analytics - Drawing the right conclusions from data through statistical analysis and identifying key issues.
3. Measures - Getting accurate metrics, but precision is not the only goal; measures should be directed where they provide the greatest return.
4. Process - Effective measurement systems must fit within an organizational change process to transfer knowledge and influence decisions. Measures alone are not enough without integrating the other three elements of the LAMP framework.
This document discusses human resource capability management. It defines capability management as mapping employees' skills to an organization's goals and requirements. It presents a capability management framework with three elements: a capability model outlining key HR skills, a career progression structure, and a professional development guide. The document explains how capability management benefits an organization by ensuring a balance of skills and requirements, innovation, defined career paths, and metrics for performance management. It concludes by listing qualities needed for an HR professional to perform effective capability management, such as analytical skills, an unbiased approach, and a cost-benefit mindset.
Strategic fit strategic human resource managementmanumelwin
The concept of strategic fit states that to maximize competitive advantage a firm must match its capabilities and resources to the opportunities available in the external environment.
Human capital management informs decisions on the issues critical to the organisations success by systematically analyzing, measuring and evaluating how people policies and practices create value. HCM is concerned with obtaining, analyzing and reporting on data that inform the direction of value-adding people management, strategic, investment and operational decisions at corporate level and at the level of front line management
This document discusses human resource management (HRM). It begins by outlining some of the challenges faced by organizations that impact HRM, such as global competitiveness, workforce diversity, and technology changes. It then defines HRM as planning, organizing, directing, and controlling human resources to help organizations and individuals meet their objectives. The document outlines the evolution, nature, scope, objectives, functions, influencing factors, and futuristic vision of HRM. It concludes by stating that HRM should be linked to strategic goals and objectives to improve business performance and develop flexible organizational cultures.
This document discusses the strategic role of human resource management. It covers key topics such as the evolution of HRM, traditional HR vs strategic HR, objectives and functions of HRM, and emerging issues in HRM. The document emphasizes that HR can provide competitive advantage when employee talents are valuable, rare, difficult to imitate, and well-organized to improve business performance. It also highlights the changing role of HR from administrative to strategic partner in organizations.
The document discusses HR analytics and predictive modeling. It defines key concepts like metrics, analytics, and business intelligence. Analytics uses data to understand past trends and predict future outcomes. The document outlines areas where predictive modeling can be applied in HR, like attrition, recruitment effectiveness, and talent forecasting. It also provides examples of companies like Oracle, Sprint, Starbucks, and Dow Chemical that have successfully used analytics to retain top performers, predict attrition, measure engagement impacts, and do workforce planning.
The document discusses the evolving strategic role of human resource management in organizations. It outlines how HR is increasingly seen as a critical strategic partner rather than just handling clerical tasks. It emphasizes that people are the most important resource and how properly managing them can help organizations achieve extraordinary results and meet their goals. Finally, it discusses the importance of HR for attracting and retaining talent, developing employees, and helping organizations gain competitive advantage.
Strategic human resource management (SHRM) involves aligning human resource policies and practices with a company's strategic goals. It is part of the strategic planning process where a company determines its long term goals and how to achieve them given internal/external factors. SHRM means developing employee competencies through practices like training to help the company execute its strategies. The strategic management process involves analyzing strengths/weaknesses, opportunities/threats, setting goals and strategies, implementing plans, and evaluating performance.
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
This document discusses several models of human resource management (HRM), including the Harvard model developed in 1984, the Michigan model, and the strategic HRM model. The Harvard model focuses on employee commitment rather than control and sees HRM as a strategic partner aligned with business objectives. It evaluates HR policies based on their impact at the individual, organizational and societal levels. The Michigan model emphasizes matching the right people to the right jobs and using selection, appraisal and rewards to increase organizational effectiveness. The strategic HRM model aims to attract, retain and develop employees through financial and non-financial rewards in order to improve efficiency, adaptability and performance.
The document discusses the evolving strategic role of human resource management. It explains that strategic HR involves aligning practices and policies to achieve organizational objectives and integrate HR programs within the larger business strategy. It also outlines various roles HR can assume, such as being a knowledge facilitator and relationship builder. Key competencies for HR to act as a true strategic partner are discussed as well.
The matching model of HRM - human resource management - Manu Melwin Joymanumelwin
One of the first explicit statements of the HRM concept was made by the Michigan School (Fombrun et al, 1984). They held that HR systems and the organization structure should be managed in a way that is congruent with organizational strategy (hence the name ‘matching model’).
Models of HRM - human resource management - Manu Melwin Joymanumelwin
One of the first explicit statements of the HRM concept was made by the Michigan School (Fombrun et al, 1984). They held that HR systems and the organization structure should be managed in a way that is congruent with organizational strategy (hence the name ‘matching model’).
This document provides an overview of a lecture series on human resource management. It discusses definitions of HRM and strategic HRM. It also summarizes several models of linking HRM with business strategy, including the matching model, map of HRM territory model, lifecycle model, and competitive advantage model. These models examine how HRM strategies and practices can be aligned with and support a company's strategic goals and competitive positioning. The document also notes debates around "best fit" versus "best practice" approaches to HRM.
Approaches to strategic hrm - strategic human resource management - Manu Me...manumelwin
There are five approaches to strategic HRM. These consist of
Resource-based strategy.
Achieving strategic fit.
High-performance management.
High- commitment management.
High-involvement management.
The competitive organization cannot utilize the tactical HR Management. It requires the strategic HR Management. Today, the HR Professionals can build a significant competitive advantage for the organization. They can build complex systems, which support the execution of the business strategy. They can bring simple tools to support innovations and they can build the organization, which employs loyal employees.
However, the introduction of the strategic HR Management is not simple. The HR leader is a crucial role. The HR leader has to get the buy-in of the top management and has to lead the transformation of the HR Organization.
This document discusses HR environments and strategic human resource management (SHRM). It provides context about how HR links executives and employees to create an innovative environment. HR management focuses on integration, training, assessment, and career development. The external environment like technology, culture, and policies influence HR, while the internal environment includes objectives, policies, and other organizational functions. SHRM aligns business and HR strategies to achieve organizational goals by ensuring employees have the skills needed for competitive advantage. SHRM evolved as human capital became a source of competitive advantage, especially in knowledge industries.
Strategic human resource management involves aligning HRM policies and programs with organizational strategy to produce the competencies and behaviors needed to achieve strategic goals. It is important to integrate HRM into the strategic planning process from the start. HRM can contribute significantly if it takes a strategic approach with a long term focus and considers both internal factors like organizational culture and goals as well as external factors like economic conditions and government regulations. The ARDM model provides a framework for acquiring, rewarding, developing and maintaining employees in a way that matches people to activities and accomplishes organizational objectives.
The document discusses three models of training:
1. The System Model consists of five phases - analyze, design, develop, execute, and evaluate - that are repeated to continuously improve training.
2. The Instructional System Development Model focuses on linking training objectives to job responsibilities and performance. It includes analysis, planning, development, execution, and evaluation phases.
3. The Transition Model views the organization holistically and bases training on the organization's vision, mission, and values.
The document discusses strategic human resource management (SHRM). It defines HRM and explains that HRM departments vary depending on factors like organization size and type. The aim of HRM is to support the organization's strategic direction by planning for staff needs now and in the future. SHRM aims to ensure the organization has a competitive advantage by having a long-term plan for staffing success. Models of SHRM link environmental changes and HRM policies to stakeholder needs. The balanced scorecard and Porter's five forces are approaches to measuring organizational performance and competitors.
The document discusses strategic human resource management (SHRM). It provides several definitions of strategy, SHRM, and strategic HRM. Key points include: SHRM focuses on linking human resource practices to business strategy to gain competitive advantage; SHRM elevates individual-level concerns to the business strategy level and considers global trends; essential elements of SHRM are integrating HR into strategic planning, developing partnerships between HR and management, and measuring the bottom-line impact of HR programs.
This document provides an overview of human resource management (HRM). It discusses the history and evolution of HRM from personnel management. Key points include:
- HRM has evolved from a focus on administrative personnel functions to a more strategic approach integrated with organizational goals.
- Theories like scientific management, behavioral science and systems theory influenced the development of HRM concepts.
- HRM development stages include welfare/administrative, personnel management incorporating training/staffing, and the modern strategic HRM approach.
- HRM models like Harvard model emphasize strategic choices in response to organizational needs within the external context.
- The roles of HRM involve meeting current and future labor needs through workforce planning,
Lecture 2 strategic human resource management - Farooq OmarFarooq Omar
This document provides an overview of a lecture on strategic human resource management. It introduces various models of strategic HRM, including the matching model, control-based model, resource-based model, and integrative model. It also discusses important dimensions of SHRM such as organizational performance, re-engineering, leadership, workplace learning, and trade unions. The document outlines the chapter and provides learning objectives, definitions, and examples to illustrate strategic management and the relationship between business and human resource strategies.
The document discusses best practices in human resource management. It outlines 15 best practices including employee job security, selective hiring, effective compensation strategies, training and development, and employee ownership. It also discusses benchmarking performance against other top organizations and the advantages of benchmarking such as learning from others' successes and mistakes. Overall, the document provides an overview of commonly cited best practices in HRM and how benchmarking can help organizations improve.
Types of hr strategies - strategic human resource management - Manu melwin joymanumelwin
Because all organizations are different, all HR strategies are different. There is no such thing as a set of standard characteristics. But two basic types of HR strategies can be identified. These are:
Overarching strategies; and
Specific strategies relating to the different aspects of human resource management.
Types of hr strategies - overarching hr strategies - strategic human resourc...manumelwin
Overarching HR strategies describe the general intentions for how an organization will manage and develop its human resources to attract, retain, motivate and engage employees. They aim to create organizational effectiveness through employing high-quality people and processes. Examples provided include AEGON's integrated HR approach, B&Q's goals around commitment and retention, Egg's customer-focused treatment of employees, and GSK's goal of being the best place for top talent.
The document defines human resource management (HRM) and discusses its key functions and objectives. HRM refers to managing employee recruitment, development, compensation, and relations to maximize organizational and individual effectiveness. The functions of HRM include employment, training, compensation, and industrial relations. HRM aims to contribute to organizational, individual, and societal goals through its programs and activities.
The title is a rich compilation of essays written by human resources (HR) professionals, consultants and scholars from around the world on the future of HR function in business strategy and the course of action that will help shape the form and substance of the function
The document summarizes an edited book titled "Tomorrow's HR Management" that discusses the future of the HR function. It breaks down old myths about HR like it only dealing with soft skills and outlines new realities like HR needing to tie its work to business results. It argues HR professionals must help managers commit employees rather than just make them happy. Additionally, it states line managers, not the HR department, are responsible for human resource management outcomes while HR develops tools and practices to support this.
Managing human resources a strategic prospectiveKULDEEP MATHUR
The document discusses the evolving role of human resource management (HRM) from an administrative function to a strategic business partner. As organizations increasingly compete through talent, knowledge, and intellectual capital, HRM must help attract, develop, and retain top human capital. This requires HRM to shift from transactional tasks to strategic planning, aligning HR strategies with business goals, and demonstrating value through metrics like productivity, costs, retention, and organizational capabilities. The barriers to strategic HRM include a short-term focus and difficulties quantifying human capital outcomes, but making this transition is critical for organizations to excel in the future.
Human Resource Management (HRM) helps recruit, select, train and develop employees to meet organizational goals. HRM has evolved from personnel administration to strategic management of human capital. Key functions of HRM include acquisition, development, motivation and maintenance of employees. While HRM practices in Bangladesh have improved, challenges remain regarding attitudes, labor laws, and developing qualified HR professionals. The strategic role of HRM is to build a committed workforce that supports business strategies and maintains a competitive advantage.
Human resource management (HRM) involves developing and implementing policies and practices to manage people in an organization. The goal of HRM is to support organizational strategies and goals while meeting the needs of both the organization and its employees. HRM functions include recruitment, compensation, development, and administration of employees. Over time, the role of HR has evolved from an administrative expert to a strategic partner and change agent within organizations. In Nepal, many companies now have HR departments, though HR is still viewed more as a cost than an investment in some cases. HR professionals work to align HR with organizational goals, provide tools for operations, discover new methods, and manage all aspects of the employee life cycle. Globalization, technology, flexibility, and
HRM covers all major activities in an employee's working life, from hiring to departure. It aims to facilitate skills retention, teamwork, and making employees feel valued. The functions of HRM include strategic planning, staffing, development, compensation, motivation, maintenance, and addressing emerging issues. HRM seeks to recognize people as an organization's core strength and promote organizational effectiveness through management systems and practices.
This document discusses how HR can contribute to and align with business strategy in three main ways:
1. HR can operationalize business strategy by implementing the people-related aspects of strategic plans.
2. HR can provide its own "people thrust" that is either connected to or disconnected from organizational aims through HR best practices.
3. HR can be an integral part of business strategy formulation by having two-way influence between business and HR strategies through mutual involvement in planning.
The level of integration between business and HR strategies depends on factors like the planning process, HR's involvement in decision-making, and the extent HR is aligned with business objectives. Measuring HR and people management performance is important to
This document provides an overview of human resource development (HRD). It defines HRD as activities designed by an organization to provide members with necessary skills. HRD emerged to address employee development beyond training. HRD is a function of human resource management (HRM) that focuses on training, organizational development, and career development. Effective HRD requires needs assessment, design, implementation, and evaluation. Key challenges for HRD include a changing workforce, global competition, skills gaps, and the need for lifelong and organizational learning.
This document provides an overview of human resource development (HRD). It defines HRD as activities designed by an organization to provide members with necessary skills. HRD emerged to address employee development beyond training. HRD is a function of human resource management (HRM) that focuses on training, organizational development, and career development. Effective HRD requires needs assessment, design, implementation, and evaluation. Key challenges for HRD include a changing workforce, global competition, skills gaps, and the need for lifelong and organizational learning.
The role of HR is evolving from administrative tasks to strategic business partner. As organizations face constant change, HR must reduce gaps between management and employees. HR should be involved in all aspects of business planning by analyzing future skill needs, developing internal talent, and attracting external hires. Retention strategies like competitive pay and development opportunities are important. For HR to effectively partner with business strategy, it is crucial to understand company goals, leverage data, adopt new technologies, ensure alignment between strategy and actions, and consider HR interventions' impact on corporate goals like R&D. Viewing employees as human capital that enhances competitive advantage allows HR to provide intangible benefits such as increased market share and customer satisfaction.
The document discusses strategies for HR professionals to have a "seat at the table" and be seen as strategic business partners. It defines having a seat at the table as being a trusted advisor who can add value from a business perspective. It emphasizes developing soft skills, understanding different business functions, and taking on projects where your expertise can make a difference. The document also covers assessing your strengths and weaknesses, defining your purpose and vision, and managing your own career development to position yourself for more strategic roles.
Introduction to human resource management (3)Diksha Gupta
Human resource management (HRM) refers to the policies, practices, and systems that influence employee behavior, attitudes, and performance. The goal of HRM is to make workers more satisfied and productive by effectively managing people at work. Companies with effective HRM tend to be more innovative, have greater productivity, and develop a more favorable reputation. HRM aims to engage employees in activities that produce behaviors needed for the company to achieve its strategic goals.
1) Human resource planning is the process of forecasting future human resource needs and
developing plans to meet those needs.
2) Key objectives of HRP include ensuring the right number and types of employees, avoiding
imbalances, and controlling costs.
3) Factors that affect HRP include government policies, economic conditions, technology changes,
and company strategies and policies.
4) The HRP process involves forecasting demand, assessing supply, and developing programs to
match the two, such as recruiting or training initiatives. Forecasting techniques include manager
judgment, ratio trends, and flow models.
The document discusses leading ideas in human resource development (HRD), including talent management, leadership development, diversity, coaching and mentoring. It summarizes a survey of HRD experts ranking the most valuable ideas, such as HRD as a business partner, e-learning and IT integration, and knowledge management. The document then discusses how these leading ideas can help HRD professionals play strategic roles within organizations by aligning with business goals, managing change, and using technology like e-learning.
The document discusses various aspects of human resource management including the definition, objectives, functions, and processes involved in HRM such as human resource planning, recruitment, selection, induction, job analysis, and job design. It explains key HRM concepts like managing the workforce, acquiring and developing employee skills, and helping achieve organizational goals.
This document provides an overview of human resource management (HRM). It discusses why organizations need to study HRM as people are critical to running organizations. It defines HRM and outlines its nature, scope, and functions. The document also discusses different HRM models like the Fombrun, Tichy & Devanna model, the Harvard model, the Guest model, and the Warwick model. It compares personnel management, human resource development (HRD), and strategic HRM. Finally, it covers the internal and external environment of HRM and some changing roles and challenges for HRM.
The evolution of HR management traces a remarkable journey from its origins in administrative tasks like payroll and compliance to its current role as a strategic partner driving organizational success. Over time, HRM has shifted focus from personnel administration to strategic alignment with business goals, emphasizing talent acquisition and retention, employee development, performance management, diversity and inclusion, and leveraging technology for automation and data-driven decision-making. The future of HRM is characterized by trends such as remote work and flexibility, emphasis on employee well-being, agile HR practices, and the use of data analytics for predictive insights. This evolution underscores the pivotal role HRM plays in shaping organizational culture, fostering innovation, and sustaining competitive advantage in a dynamic business landscape.
The document discusses a conference on measuring HR performance towards strategic achievement. The conference will cover linking HR strategies to organizational strategies, measuring HR functions and metrics, applying HR metrics formulas, and using HR metrics in practice. Attendees will learn how to define and apply HR metrics in relation to business goals and measure the impact of HRM on employees, productivity, and organizational performance. The conference includes sessions, workshops, and papers on various topics around using HR metrics to improve strategic decision making.
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This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
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These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
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Forrester’s Digital Transformation Framework
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Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
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1. CHARACTERISTICS OF SHRM
1. SHRM is a comprehensive approach to people management
2. SHRM is a generalist approach to people management
3. SHRM is an integrative approach to people management
4. SHRM has a long-term focus
5. SHRM focuses on customers- internal and external
6. SHRM has a market & environmental focus
7. SHRM is a combination of hard and soft models
8. SHRM elevates the status of HR
9. SHRM talks of levels of HRM
10. SHRM considers employees as most important
11. SHRM focuses on measurement
12. SHRM is a coordinating function
SHRM is concerned with establishing vertical and horizontal fit:
Vertical Fit: Ensuring integration of HRM with the strategic management process
• Conscious effort to align business with HR issues
• HRM activities designed keeping in mind organizational vision and strategy
• Inputs about HR are considered integral part of organizational strategy
• Top management take special interest in HR issues
• Information sharing mechanism between HR and senior managers
• Top-level strategic teams include HR head/executive
• HR executives are provided training in general managerial skills
Horizontal Fit: This involves two types of fit
Internal Fit: Ensuring integration between HRM sub-functions or sub-systems e.g. staffing,
compensation, training, etc.
• Presence of a long term HR vision and HR strategy
• Consistent HR policies in each other
• Presence of coordinating mechanism between HR sub-functions
• Information sharing mechanism between HR sub-areas
External Fit: Ensuring integration between HRM and other functional areas e.g. marketing
• Consistency of HR activities with other functional activities
• HR issues part of every manager’s responsibility
• HR decisions taken jointly with other managers
• Functional area managers actively involved in HR activities
1
2. EMERGING HR SCENARIO
Dave Ulrich’s 4 Roles of HR Departments
Strategic
Strategic Change
Partner Agent
Process People
Adm. Employee
Expert Champion
Operation
Responsibilities/Capabilities of HR Professionals
Strategic Tactical Operational
Ensure vertical Ensure horizontal Implement strategies
integration integration Hire & fire
Lay down HR vision Create HR strategies Dispense with rewards
Create strategies Show HR deliverables Train & develop
Chalk out future plans Market the HR function Maintain and retain
Drive change Utilize people as assets staff
Scan environment
Other Roles
Facilitator, Linking Pin, Communicator, Resource Allocator, Organizer, Leader & Consultant
2
3. New Age HR Departments
Change of name (Corp. HR Dept., Strategic HR Dept.)
Upward movement in hierarchy (Dir-HR, VP-HR, GM-HR etc.)
Representation at board level
Flat structure of HR departments
Team based organizational design
Outsourcing of administrative HR activities
Automation and e-HR
Non-linear Moves and Changing Face of HR Departments
An increasing number of HR executives are occupying top positions and are today CEOs:
• Mr. K Ramachandran, CEO Philips India
• Mr. Mahendra Swarup, CEO Indiatimes.com
• Mr. Raman Madhok, CEO JISCO
• Dr. Anil Khandelwal, CEO Bank of Baroda
• Mr. Sujit Baksi, CEO HCL E Serve
The heads of HR of several companies like Infosys, TCS, Satyam Marico, Crompton Greaves,
Cadbury and Nerolac are not career HR professionals.
T. V. Mohandas Pai is Member of the Board and Director-Human Resources. He served as the
Chief Financial Officer at Infosys. During his tenure as CFO, Mohan put in place the country’s
first publicly articulated financial policy for the company. The Infosys Annual Report, under his
supervision, has won the Best Presented Annual Accounts Award for ten years in succession.
Mohan was an integral part of the Infosys team that enabled the first listing of an India-
registered company on NASDAQ. He was voted ‘CFO of the Year’ in 2001 and 2002, and “Best
Chief Financial Officer in India” in the AsiaMoney Best Managed Companies Poll 2004.
Ajoyendra Mukherjee is head, global human resources Tata Consultancy Services (TCS). A
key member of the corporate leadership team, Mukherjee was earlier the vice president and head
of operations, eastern region.
Mr. S.V. Krishnan is head Human Resources at Satyam Computer Services. Mr Krishnan led
large business teams and was heading the GE business relationship for Satyam.
Mr. Hari T (HR head eralier) is leading Global Marketing and Communications at Satyam. Mr
Hari T helped the company grow multi-fold over the last 9 years as HR Head.
Pari Sadasivan made a non-linear move taking over as V-P, HR, at IBM India after 20 years of
long career in operations.
Rajiv Dube, CEO, Rallis India, moved to Mahindra & Mahindra as head of HR.
Shrikant Gupte, ex-CEO, Modi Lotteries, and ex-head of personal care in Marico, joined as
group head of HR at Nicholas Piramal.
G Krishnamurthy was a business development executive in L&T before joining as EVP, HR,
in the same company.
Ramesh Samtani was operations director before heading HR.
Rakesh Pandey, Marico’s previous head of HR, too came from operations background.
3
4. V. Chandramouli is Director (HR & Strategy) at Cadbury India. HR was earlier an
independent function. Now it is integrated with corporate strategy.
Today, HR head in a company need not be a specialist. Instead, he could be a talent from line
function, such as finance or marketing. Having a perspective on the clients and the business
units helps in reorienting the HR needs within the organization and aligning them with the
market needs. The reverse is also happening. HR executives are taking up other assignments.
Many companies differentiate between operational and strategic HR. While the operational
aspect of HR is being handled by traditional HR executives, the strategic part is being given a
business dimension by introduction of people from non-HR streams. In some companies,
traditional HR activities are outsourced and strategic activities are performed by HR executives.
Old Myths about HR
1. People go into HR because they like people.
2. Anyone can do HR.
3. HR deals with the soft side of a business and is therefore not accountable.
4. HR focuses on costs, which must be controlled.
5. HR's job is to be policy police and the health-and-happiness patrol.
6. HR is full of fads.
7. HR is staffed by nice people.
8. HR is HR's job.
New Realities about HR
1. HR departments are not designed to provide corporate social therapy.
2. HR professionals must master both theory and practice.
3. The impact of HR practices on business results can and must be measured.
4. HR professionals help not just reduce cost but add value.
5. HR professionals must create the practices that make employees more competitive, not just
more comfortable.
6. HR professionals must see their current work as part of an evolutionary chain
7. At times, HR practices should force vigorous debates. HR professionals should be
confrontative and challenging as well as supportive.
8. HR professionals should join other managers in championing HR issues.
The HR function traditionally has spent more time professing than being professional. It is
time to talk less and do more; time to add value, not write value statements; time to build
competitive, not comfortable, organizations; time to be proactive, not reactive. It is time to
perform, not preach.
4
5. EVOLUTION OF SHRM
Exhibit 1: Paradigm Shift in People Management
Period Era Workforce Status Activity End Result
1900-20 Industrialization Bonded PA Hiring & Firing Birth of Products
1920-40 Trade Unionism Blue Collar PM Compensation & Mass Production
Training
1940-60 Corporatization White Collar I & HR Labour-Mgmt. Mass Marketing
Issues
1960-80 Rise of MNCs Professional HRM Human values Customization
1980-2K IT Revolution Knowledge HRD Competency- Mass
Worker building Customization
2K Borderless World Intellectual SHRM Integration Customerization
onwards Asset
Compiled for Class Discussion: FTA
5
6. Exhibit 2:Traditional Vs. Strategic HRM
Traditional HRM Strategic HRM
Beliefs Conformity Can-do outlook
Guidelines Contracts & rules Vision/Mission
Objectives Organizational interest Organization & Individual interest
Scope Personnel Department General Managers
Methodology Technical, specialist Professional, managerial
Approach Segregated, staff function Systems approach
Functions Traditional, administrative Modern, developmental
Nature Short-term, constrained Evolving strategic role
Thrust Monitoring Nurturing
Status Implementer, reactive Formulator, proactive
Role Attain goals Design goals
Compiled for Class Discussion: FTA
6
7. Exhibit 3: Influence of Different Movements on SHRM
Movement Period Proponents Philosophy Contribution to
PM/HRM
Social Reformer 1790s Robert Owen People’s behaviour is a Better working
function of their treatment conditions, safety
Scientific 1870s Frederick Need for scientific Incentive system,
Management Taylor selection & development manpower planning
of workers
Industrial 1900s Hugo Analysis of jobs in terms Job analysis, selection
Psychology Munsterberg of their mental and techniques, statistical
emotional requirements validity of tests
Human 1920s Elton Mayo Productivity was a Workers participation,
Relations function to the extent of Industrial Democracy
which people worked as a
team.
Behavioural 1940s Rensis Likert Understanding human Job satisfaction,
Science behaviour is central to all motivation, QWL
management problems
Organization 1960s Warren Man has complex and Change management,
Development Bennis shifting needs which team building
require a humanistic
organization
Corporate 1980s Tom Peters & Excellent companies are Shared values, corporate
Culture Waterman people oriented and image, mission/vision
emphasize mutuality
Core 1990s Prahlad & Winning will spring from Strategic HR, vertical
Competence Hamel human capabilities and and horizontal fit
competencies
Compiled for Class Discussion: FTA
7
8. Models of SHRM
The Michigan Model
Michigan model of HRM has originated from the writings of C. Fombrun, Noel Tichy and M.A. Devanna, who
discussed it in a detailed fashion in their book titled Strategic Human Resource Management, published in 1984.
The model of Fomburn et.al. is also called as the ‘Matching Model’ because it depicts the relation between HRM
and organizational strategy. The model shows how activities within HRM can be unified and designed in order to
support the organization's strategy. It is divided into two parts: first which shows HR-strategy integration and
second which depicts the HR cycle. The assumption that HRM is derived from corporate and business level
strategy leads to the matching model, according to which organizational effectiveness is achieved by ensuring a
tight fit between corporate / business strategy and HRM strategy.
The model provides a simple framework to depict how HRM policies are derived from mission and strategy of the
organization, which is in turn influenced by external factors. The second part of the model to show how HR
functions like selection, appraisal, development and reward can be mutually geared to produce the required type
of employee performance. It basically talks of the concept of the one-way fit between HRM and business strategy
by prescribing design of HRM policies in light of strategy.
The Michigan model has a harder, less humanistic touch, holding that employees are resources in the same way as
any other business resource. They must be obtained (i) as cheaply as possible, (ii) used sparingly and (iii)
developed and exploited as much as possible. From this point of view, for example, the object of formal human
resource planning can be just that-largely a factor of production, along with land and capital.The hard model of
HRM emphasizes the quantitative, calculative and business strategic aspects of managing the headcount resource
in a rational way as for any other economic factor.
This model stresses upon the crucial importance of the close integration of HR policies, systems and activities
with business strategy. The Michigan theorists highlighted the following as being the most important HR issues to
achieve such a match:
• Selection of the most suitable people to meet business needs.
• Performance in the pursuit of business objectives.
• Appraisal, monitoring performance and providing feedback to the employees.
• Rewards for appropriate performance.
• Development of skills and knowledge required to meet business objectives.
Managerial Implications
The model:
is focused on individual and organizational performance.
based on strategic control, organizational structure, systems for managing people
concentrates on managing human assets to achieve strategic goals.
8
9. contributes to human resource performance.
has components such as organization structure, mission and strategy, human resource selection,
performance appraisal, rewards and development.
requires that personnel policies, practices and systems are not only consistent with the business objectives
of the firm but should also have coherence among various sub-systems of HRM.
The Harvard Model
The Harvard Model propounded by Michael Beer, Richard Walton, quinn Mills, P. Lawrence ans Bert Spector in
1984 is another significant model of SHRM. The model recognizes the different stakeholder interests which
impact HRM policy choices, and also lays emphasis on situational or environmental factors, which help shape
human resource strategic choices. According to Beer et al., “Human resource management involves all
management decisions and actions that affect the nature of the relationship between the organization and its
employees -- its human resources. General management make important decisions daily that affect this
relationship”.
The type of HRM policies and practices an organization prefers should be dependent upon its organizational
vision, mission, strategy, goals, and objectives. In quite a few cases, such HR practices shall also be devised and
adopted in tune with external environment of organizations. In other words, HR policies and practices are subject
to be influenced by internal and external environment of organizations. The Model, argues that human resources
policies are to be influenced by two significant considerations:
1. Situational factors. The internal and external environment factors of organizations that include (i) labour
market conditions, (ii) societal values, (iii) business strategies, (iv) technologies, (v) management
philosophies, and (vi) market conditions will constrain the formation of HRM policies.
2. Stakeholders’ interests. The stakeholders influence the short-term HRM policies. They include (i)
management employees, (ii) unions, and (iii) government agencies.
Further, the model classifies HRM policies and practices into four themes as follows:
• HR flows. Recruitment, selection, placement, promotion, appraisal and assessment, promotion,
termination and the like.
• Reward systems. Pay systems, non-monetary recognition schemes and so on.
• Employee influence. Clarification of responsibility, authority, hierarchy and delegation of powers.
• Work systems. Definition of work and alignment of people.
The above HR practices are centered on four C's as described in the following:
Competence of employees: Competence creates a positive attitude towards learning and development and,
9
10. thereby, gives employees the versatility in skills and the perspective to take on new roles and jobs as
needed. HRM policies and practices will exist in such a way that they attract, develop and retain
employees with valuable skills and knowledge.
Commitment of employees: Commitment means that employees will be motivated to ‘hear, understand,
and respond’ to management’s communications relating to the organization of work. HRM policies must
contribute for infusing employee commitment to organization. The commitment will yield two benefits.
Firstly, it will enhance the employee performance and loyalty to his/her work. Secondly, it will enhance
the individual self-respect and worth.
Congruence between the goals of employees and the organization: Higher congruence is a reflection of
policies which bring about a higher coincidence of interest among management, shareholders and
workers, in turn, reducing adversarial relations. There must be congruence between and among various
HRM policies as well as practices in operation
Cost effectiveness of HRM practices: Cost effectiveness means that ‘the organization’s human resource
costs - wages, benefits, and indirect costs such as strikes, turnover, and grievances - have been kept equal
to or less than competitors. HRM policies must be evaluated in terms of wages, benefits, turnover,
absenteeism, strikes, benefits etc
Managerial Implications
The model helps HR managers in charting HR strategy for their organizations. This model offers three significant
insights for practice. Firstly, HRM policies should be defined keeping in view the environmental factors and
stakeholders' concerns. In other words, there must be a good fit between organizational environment and HR
policies. Secondly, such HRM policies and practices must have a goal to achieve employee commitment,
competence development, coherence among themselves and embrace cost effective methods. Thirdly, HRM that
stems from environmental factors and is drawn based on four C's will result in employee and organizational
effectiveness. This is a soft model as it is based on stakeholders' concerns and their commitment to organizational
goals.
The model is different from the Michigan model because it takes into account different sets of interests,
philosophies and assumptions (e.g. employee and union interest) that may be operating and thereby likely to
influence HRM decisions directly. It talks of HRM policy choices leading to favourable HR outcomes thereby
impacting long-term organizational consequences. It talks of the concept of the two-way fit between HRM and
business strategy as it takes into consideration employee interests
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11. THE MICHIGAN MODEL
Political Forces
Economic Forces
Cultural Forces
Strategy
Structure HRM
HRM-Strategy integration
Rewards
Selection Performance
Appraisal
Development
The HR Cycle
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12. THE HARVARD MODEL
Stakeholders
Shareholders
Management
Government
Employees
Suppliers
Society
HRM Policy HR Outcomes Goals
Influence Commitment
HR Flow Competence Individual
Rewards Congruence Organizational
Work System Cost saving Societal
Situational factors
Strategy
Philosophy
Values
Law
Market
Technology
Economy
Workforce Profile
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13. Schools of Thought
Two divergent approaches to SHRM can be identified based on the Michigan and Harvard models. Both these
schools/approaches talk about fit between strategy and HRM. They are also called as contingency schools because
they assume that HRM is contingent on organizational strategy. These two approaches are:
Instrumental approaches to SHRM: This approach draws upon the ‘rational-outcome’ model of strategic
management to view HRM as something that is driven by and driven directly from corporate, divisional or
business level strategy, and geared almost exclusively to enhancing competitive advantage. Instrumental
approaches place the emphasis firmly on human ‘resource’ management. They basically talk of the concept of the
one-way fit between HRM and business strategy by prescribing design of HRM policies in light of strategy. The
Michigan model of HRM is an example of this approach. This is referred to as the ‘hard’ version of HRM.
Thus, taken from this perspective, HRM is concerned with the integration of human resource issues into business
planning. All decisions about the acquisition, processing and management of human resources must, like any
other organizational input, be tailored to increase or restore competitive advantage. The key question must be:
'What HRM strategy will maximize competitive advantage, optimize control, and minimize unit and labor
replacement costs'. According to this approach, all issues associated with the management of human resources
should be derived issues.
Question marks have been raised over the model due to its simplistic response to organizational strategy. The
question what if it is not possible to produce a human resource response that enables the required employee
behavior and performance is not addressed. This model has also been criticized because of its dependence on a
rational strategy formulation approach and because of the nature of the one-way relationship with organizational
strategy. There is the charge that it tends to be overly rationalistic, that strategy is assumed to be formulated in
advance of action and then unproblematically implemented. It fails to perceive the potential for a reciprocal
relationship between HR strategy and business strategy. The theory seems to ask too little of HRM. Surely, any
chief executive with long-term vision would want to use HRM not just to woodenly implement a preconceived
business strategy, but to create a climate in which valuable strategizing occurs.
It encourages a narrowness of focus. It concentrated on four 'generic' functions: selection, reward, appraisal and
development. While these undeniably have a central role, a strong case can also be made for the inclusion of other
dimensions such as welfare, equal opportunities, employee involvement and industrial relations.
Finally, there is the claim of excessive ‘unitarism’. The so-called ‘unitary frame of reference’ describes an
approach towards the management of people which regards the work organization as a harmonious unit
characterized by a common purpose within which managerial authority is taken to be legitimate. Any challenge to
this authority (such as trade unionism) is viewed as fundamentally destructive. From this perspective, interests
and concerns of employees are frequently ‘written-out’ of the equation, it being taken for granted that what top
management considers best for the organization will automatically or ultimately be best for the workforce.
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14. Thus, from this viewpoint: HRM appears as something that is ‘done to’ passive human resources rather than
something that is ‘done with’ active human beings. In many respects, Humanistic variants off HRM can be seen
as responses to these potential difficulties.
Humanistic approaches to SHRM: This approach utilizes the 'process' theory to emphasize the reciprocal nature
of the relationship between strategic management and HRM and the latter's role in ensuring that competitive
advantage is achieved through people, but not necessarily at their expense. These approaches are closely
associated with what has become known as the ‘Harvard School’ of HRM. As the humanistic label implies, the
emphasis is on the ‘soft’ aspects of HRM associated with organizational culture and employee commitment and,
as such, its orientation is broader and less rigidly ‘functional’. The emphasis is on ‘human’ resource management.
The Harvard Model recognizes the different stakeholder interests which impact on employee behavior and
performance, and also gives greater emphasis to factors in the environment, which will help to shape human
resource strategic choices identified in the ‘situational factors’ box. The model has potential for international or
other comparative analysis, as it takes into account different sets of philosophies and assumptions that may be
operating. Humanistic approaches draw explicitly on a process model of strategic decision-making which
emphasizes the emergent, political and frequently non-rational nature of this process. This leads to a less
prescriptive and more people-centered approach than that found in Instrumental orientations and a more
realistically pluralist view of employment relations.
INSTRUMENTAL APPROACH HUMANISTIC APPROACH
Michigan Model Drawn from Harvard Model
Hard version
Soft version
Emphasis on Human ‘resource’ Emphasis on ‘Human’ resource
Rational- outcome model Process model
Organizational goals Organizational & individual goals
HRM to be driven by SM HRM to drive and be driven by SM
One-way link Two-way link
Reactive Proactive
Quantitative and calculative Qualitative and intuitive
HRM is things ‘done to’ HR HRM is things ‘done with’ HR
Unitarist Pluralist
HR as implementer HR as formulator & implementer
While the above two schools fall under the Best Fit schools of thought, or contingency schools of thought
(because here HR is contingent on strategy) there is another broad school of thought viz. Best Practice school.
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15. The Best Practice School
The Best Practice school is also called as the Universalistic perspective. It is the simplest SHRM model. It posits
that some HR practices are universally better and result in improved organizational performance. Research
evidence is there suggesting that certain HR practices have a positive effect on performance. The best practices
approach advocates universal HR practices, i.e. they have an effect on business performance regardless of the
context in which they are applied.
The most influential best practice set is associated with the 7 practices identified by Pfeffer (1994) viz.
employment security, selective hiring, self-managed team, pay contingent on company performance, extensive
training, reduction of status differences and sharing information. Osterman (1994) included practices such as
teams, job rotation, quality circles. This perspective emphasizes employee empowerment, recognition,
information-sharing, team-building, socialization, human values, communication, partnership, collaboration,
innovation and these are found to be positively linked with firm performance. Best practices were found to be
highly correlated to customers’ ratings of service quality. Likewise, employee empowerment and communication
practices enhanced employee trust.
Criticisms: The universal perspective is not without its critics. Organizations that do not adopt best HR practices
can also generate greater returns. The universal school does not address the role of strategy as a contingency.
Findings suggest that the strategy-HR interaction accounts for more variation in firm performance than the main
effect of HR. Another controversy involving this issue is whether there exists a set of ‘best practices’ that are
universally effective across contexts and industries. Several best practices have failed in a number of cultures.
There has been little evidence that provides a definitive prescription as to which HRM practices should be
included in a best practices system. Whether the best practices are applied to all the employees uniformly is not
clear.
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