fig-lect1.doc

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Harvard Analytical Framework for Human Resource Management

Stake holderInterestsShareholdersManagementEmployee Groups HRM policy HR outcomes Long-TermGovernment choices ConsequencesCommunity Employee Commitment Individual

Unions influence Compliance well-beingHuman resource Congruence Organisationalflow Cost effectiveness effectivenessRewards systems Societal well-

Work Systems beingSituationalFactorsWorkforcecharacteristicsBusiness Strategyand conditionsManagement

philosophyLabour Market

UnionsTask TechnologyLaw andsocietal values

Source: Beer et al (1984)


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The Human Resource Cycle:

Rewards

Selection Performance Appraisal

Training

Source: Fombrun et al (1984)


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Strategic Human Resource Management and Environmental Pressures

Political

forces

Economic Culturalforces forces

Mission andstrategy

Firm

Organisational Humanstructure resource

management

Source: Fombrun et al (1984)


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The Warwick model of Strategic Change and Human Resource

Management

SocioeconomicTechnologicalPolitical-legalCompetitive

Inner context

CultureStructurePolitics/leadershipTask-technologyBusiness outputs

Business strategycontent HRM content

Objectives RoleProduct-market DefinitionStrategy & tactics Organisation

HR outputs

HRM context

HR flowsWork systemsReward systemsEmployee relations

Source: Hendry and Pettigrew (1992)


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Guests Theory of SHRM

HRM Policies Human Resource Outcomes Orgnisational Outcomes

HighOrganisational design Job performance

Management of change Strategic Integration High

Problem-solvingChangeRecruitment Commitment Innovationselectionsocialisation

Appraisal training Flexibility Highdevelopment Cost Effectiveness

Reward systems Quality LowTurnoverAbsenceGrievances

Leadership/ Culture/Strategy

Source: Adapted from Guest (1989)


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Storeys Model of mapping the various meanings of SHRM

STRONG

A distinctive approach to labour management

I IIStrategic interventions Strategic Interventions

designed to elicit designed tosecure fullcommitment and to develop utilisation of labourresourceful humans resources

Integrated with Employees are viewed as a cost to be minimisedbusiness strategy

SOFT HARD

Internal integrationJust another termfor personnel

Emphasis on individualism, with anan awareness of the benefits of Inherently anti trade unioncollectivism in certain areas

WEAK

Source:Storey(1992)


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Storeys Twenty Five Point Checklist

Dimension Personnel and IR SHRM

Beliefs and assumptions

1.Contract Careful delineation of written Aim to go beyond contract

Contracts2.Rules Importance of devising clear rules Can do outlook:3.Guide to management action Procedures / consistency control Business need/ flexibility

commitment4.Behavioural referent Norms / customs and practice Values/mission5.Managerial task vis-a-vis labour Monitoring Nurturing6.Nature of relations Pluralist Unitrist7.Conflict Institutionalised De-emphasised8.Standardisation High (parity an issue) Low (parity not an issue)

Strategic aspects9. Initiatives Piecemeal Integrated10.Key relations Labour-management Business-customer 11.Corporate plan Marginal to Central to12.Speed of decisions Slow Fast

Line-management13.Management role Transactional Transformational

leadership14.Key managers Personnel/IR specialists Line Managers15. Prized management skills Negotiation Facilitation

Key levers16. Attention on interventions Personnel procedures Cultural,structuraland HR

strategies17.Selection Separate, marginal task Integrated, key skill

18.Pay Job evaluation PRP19.Conditions Separately Negotiated Harmonisation20.Labour-management Collective bargaining Individual contracts21.Relations with stewards Regularised, through Marganilised

Training and facilities22.Communication Restricted flow/indirect Increased flow/ direction23.Job design Division of labour Teamworking24.Conflict handling Reach temporary truces Manage climate and

culture25.Training and development Controlled access to courses Learning companies

Source: Storey (1995)


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Figure 4 The Characteristics of Miles and Snows Strategic Types

Business Strategy Type Characteristics of Business StrategyDominant Objectives Preferred Strategy

Defender strategy Desired for a secure and Specialisation, cost-

stable niche. efficient production,marketingemphasises

price and service todefend currentbusiness, tendency to verticalintegration.

Prospector strategy Location and exploitation of Growth through productnew product and market and market

development. opportunities. Constantmonitoring of market

changes.Multiple technologies.

Analyser strategy Desired to match new ventures to Steadygrowth throughpresent shape of business. market penetration.

Exploitationof appliedresearch. Followers inthe market.

Figure 5 Business Strategies and their Linkage to Human Resource Strategies

HRM Strategy Business Strategy

Prospector Analyser Defender

Union Density Low Moderate High

Skills Requirements High Moderate Low

Level of Supervision Low Moderate High

Amount of Employee High Moderate LowParticipation

Source: Miles and Snow (1978)

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