hrm models.pptx

8/14/2019 HRM Models.pptx

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HRM Models

Presentation By,Bhupendra Singh

Hashil K K

Reshma R Lal


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Purpose

Provide an analytical framework for studying HRM

They legitimize certain HRM practices

They provide a characterisation of HRM

They serve as a heuristic device


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Four types of HR Models:

The Fombrun Model

The Harvard Model

The Guest Model

The Warwick Model


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The Fombrun, Tichy and Devanna Model

Human Resource

Development

Selection Appraisal

Rewards

Organizationaleffectiveness


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This emphasises just four functions and their

interrelatedness.It is incomplete as it focuses only on four

functions of HRM and ignores all environmental

and contingency factors that impact HR

functions.

This model deserves appreciation for

emphasizing interrelationship among the four

activities and their collective impact on

organization effectiveness.


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The Harvard Model

Human Resource

Management

Policy Choices

Employee

influenceHuman resource

flow

Reward Systems

Work Systems

Stakeholder

Interests

ShareholdersManagement

Employee Groups

Government

Community

Unions

t

Situational Factors

Workforce

characteristics

Business strategy &

conditionsManagement

Philosophy

Labour Market

Unions

Task technology

Laws & societal

values

Human

Resource

Outcomes

Commitment

Competence

Congruence

Cost-

effectiveness

Long-term

Consequences

Individual well-

beingOrganizational

effectiveness

Societal well-

being


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It comprises six critical components of HRM

The dimensions include in the model are: Stakeholders

interests, Situational factor, HRM policy choices,Human Resource Outcomes, Long term consequences,

Feedback loop.

Stakeholders interests recognize the importance of

trade offs between the interests of the owners and

those of employees

Situational factors influence managementschoice of

HR strategy.


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HRM policy choices emphasize the managements

decisions and actions in terms of HRM, which result

from an interaction between constraints an choices.

The model depicts management as a real actor,

capable of making at least some degree of unique

contribution within environmental and organizational

parameters and of influencing those parameters

themselves over time.HRM outcomes, the assumption is that employees

have talents which are rarely exploited for

organizational growth and they are willing to grow

with the organization if a participative environment isavailable.


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The long-term consequences include social well being,

organizational effectiveness, and individual welfare.

There is obvious linkage among the three.Employee welfare leads to organizational effectiveness

and efficacy of all organizations contribute to societal

well-being.

Feedback loop is the sixth component of Harvard

model.

Situational factors influence HRM policy and choices,

and are influenced by long term consequences.

Similarly, stakeholdersinterests influence HRM policy

and choices, and inturn, are impacted by long-termoutcomes.


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The Guest Model

HROutcomes

Commitment

Quality

Flexibility

Behavioural

Outcomes

Motivation

Co-operation

Organizational

citizenship

HRM

Strategies

Financi

al

Outcom

es

Profits

ROI

HRM

PracticesHiring

Training

Appraisal

Compensation

Relations

Performance

Outcomes

Positive

ProductivityInnovation

Quality

Negative

Low

productivity

Absenteeism

Turn over


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The model emphasis the logical sequence of six

componentsThis model claims that HR manager has specific

strategies to begin with, which demand certain practices

and when executed , will result in outcomes.

These outcomes include behavioural, performance

related and financial.

Looking inversely, financial results depend on employee

performance, which in turn is the result of action oriented

employee behaviours.

.


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Behavioural outcomes are the results of employee

commitment, quality and flexibility, which in turnare impacted by HR practices.

HR practices need to be in tune with HR strategies

which are invariably aligned with organizational

strategies.How HRM can contribute to organizational

effectiveness is clearly shown in the model


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Socio-economic

Technical

Political-legal

Competitive

Culture

StructurePolitics/leadership

Task-technology

Business Outputs

Objectives

Product marketStrategy &

tactics

Role

DefinitionOrganization

HR Outputs

HR Flows

Work systems

Reward Systems

Employeerelations

Outer context

Inner context

Business strategy content HRM context

HRM content

The Warwick Model


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Warwick proposition centers around five elements.

Outer context

Inner context

Business Strategy content

HRM context

HRM content

The warwick model takes cognizance of businessstrategy and HR practices, the external and internal

context, in which these activities takes place, and the

process by which such changes takes place, including

interactions between changes in both context andcontent.


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The strength of the model is that it identifies andclassifies important environmental influences on

HRM.

It maps the connection between the external and

environmental factors and explores how HRM adapts

to changes in the context.


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hrm models.pptx

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