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Srinivas R. KandulaSrinivas R. Kandula

with 300 Models, Techniques and Tools

Human Resource

Management

Human Resource

Management

in Practice

in Practice

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HUMAN RESOURCE MANAGEMENTIN PRACTICE

with 300 Models, Techniques and Tools

SRINIVAS R. KANDULAExecutive Vice President and Global Head—HR

iGATE CorporationBangalore

Delhi-1100922012

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HUMAN RESOURCE MANAGEMENT IN PRACTICEwith 300 Models, Techniques and ToolsSrinivas R. Kandula

© 2003 by PHI Learning Private Limited, Delhi. All rights reserved. No part of this book may bereproduced in any form, by mimeograph or any other means, without permission in writing fromthe publisher.

ISBN-978-81-203-2427-5

The export rights of this book are vested solely with the publisher.

Eighth Printing ... ... ... June, 2012

Published by Asoke K. Ghosh, PHI Learning Private Limited, Rimjhim House, 111, PatparganjIndustrial Estate, Delhi-110092 and Printed by Rajkamal Electric Press, Plot No. 2, Phase IV, HSIDC,Kundli-131028, Sonepat, Haryana.

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Preface xi

Chapter 1 Models of Human Resource Management 1

1. Baldrige Model of HRM 12. Harvard Model of HRM 23. Michigan Model of HRM 34. Ten C Model of HRM 45. Ten Commandments Model of HRM 56. Triarchic Model of HRM 97. Toyota Model of HRM 108. Business Process Model of HRM 119. Competitive Advantage Model of HRM 12

10. E-Business Model of HRM 1411. HRM Model for Dynamic Organizations 1512. Model for Business—HRM Alignment 1613. Model Linking HRM with Strategy and Structure 1814. Paralleling HR Planning with Business Planning 1915. Model for Matching HRM with Life Cycle of Organization 2016. Model for Linking HRM Practices with Organizational Stages 2117. Model for World-Class HRM Systems 2218. Model for Effective HRM Practices 2419. Model for Capability Driven HRM Practice 2520. Model for Customer Focused HRM 2621. Model for HRM Scoreboard 2722. Model for Reengineering HRM 2823. Ten-Step HRM Model for Strategic Alliances 2924. Seven-Step HRM Model for Takeovers 3125. People-Capability Maturity Model (P-CMM) 3226. HRM as Shareholder Value 3427. Human Potential Model 3528. People Side of Business Process Outsourcing 3629. People Side of Kaizen 3730. Thirteen Best Practices in TQM Based People Management 38

Chapter 2 Function and Profession of Human Resource Management 40

31. Personnel vs HRM 4032. Four Types in HRM Strategy 42

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33. Three Logics of HRM Strategies 4334. Three Levels of HRM Activities 4535. Three Barriers to Effective HRM 4636. Outs and Ins of HRM-Trends 4737. IBM—Towers Perrin on HRM Role 4838. Multiple Role Model of HRM 4839. Skill Set for HRM Professional in Organizational Change 4940. Fifteen Key Roles of HRM Practitioners 5141. Core Competencies Model for HRM Professionals 5242. Passive HRM Managers 5343. First Break All the Rules 5444. Irish Elk Syndrome 5545. Strategic HR Leader 56

Chapter 3 Human Resource Planning and Sourcing Management 59

46. HR Planning Techniques 5947. Parkinson’s Disease 6048. Mythical Man-Month 6149. Ergonomics 6250. Motion Study 6351. Principles of Motion Economy 6452. Scientific Management 6553. Job Evaluation Techniques 6654. Job Analysis Techniques 6755. Human Resource Information System (HRIS) Technique 6856. SAP HR 6957. Talent Identification Tools 7058. Tool to Check Errors in Recruitment Interviews 71

Chapter 4 Career and Competency Management 73

59. Sustainable Career Development Model 7360. Targeted Career Development Model 7461. Career Management Process Map 7562. Nineteen Career Planning Techniques 7763. Four Competencies in Career Management 7864. Twenty Practical Steps in Employees’ Coaching 7965. Career Anchors 8066. Dow Chemical Model for Succession Planning 8167. Model for Competency Mapping 8268. Model of Common Management Competencies 8369. Five Core Managerial Competencies for Global Markets 8570. Microsoft’s Competency Development Model 86

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Chapter 5 Management Development and Training Management 88

71. Six Mega Trends in Executive Development 8872. Eight Practical Lessons in Management Development 8973. Model for Executive Development Strategy 9174. Unilever Model for Management Development 9275. PWC Model for Management Development 9476. Royal Dutch/Shell Model for Management Development 9577. Purposive Behaviourism Model 9678. Social Learning Model 9779. Model for Designing a Training Plan 9880. Online Training 9981. Sensitivity Training 100

Chapter 6 Performance Management 102

82. Integrated Performance Management Model 10283. Model for High Performance Management Practices 10484. Seven Tenets of Performance Management 10585. Allied Signal’s Performance Management Model 10686. HRM Models for Performance Excellence 10887. Bell Labs Model for Star Performance 10988. Model for Collaborative MBO 11089. Motive-Based Model of OCB 11190. Healthy Scorecard 11291. Performance Evaluation Techniques 11392. Model for a Fair Performance Appraisal 11593. Model for Appraisal Interviews 11694. Fourteen Essentials for Effectiveness of 360-Degree Feedback 11795. Thirteen Mistakes in 360-Degree Feedback 11896. Mentoring Practices 12097. Seven Determinants of Employee Compensation 12198. Performance Related Pay—Fourteen Essentials 12299. Gain Sharing Techniques 123

100. Employee Stock Ownership Plan (ESOP) 124101. Model for Employee Recognition Scheme 125102. Model for Non-financial Incentives 126103. Phenomenon of Forty-first Chair 127104. Theory X and Y 128105. Eight Practices of Quality of Work Life (QWL) 129106. Eight Best Downsizing Practices 130107. Managing by Walking Around 132108. Smart-Dumb Rule 133109. Michael Jordan Effect 133110. Peter’s Principle 134111. Dilbert Principle 135112. Pygmalion Effect 136

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113. Job Enrichment Misunderstood 137114. Ratchet Effect 138115. Laws of Stupidity 139116. Telecommuting 139

Chapter 7 Leadership Development 141

117. Global Literacies Model for Leadership 141118. Cognitive Resource Model of Leadership 143119. Charismatic Leadership Model 144120. Situational Model of Leadership 145121. Four Systems Model of Leadership 146122. Five Great Myths of Leadership in Practice 147123. Five Practical Approaches of CEOs 148124. Ten Traits of Best of World Business Leaders 149125. Leadership Transition—Seven Fundamental Propositions 151126. Classic Skills of Change Leaders 152127. Managerial Grid 153128. Real Change Leaders 154129. Nurturant Task Leader 155130. The One Minute Manager 156131. GE’s Leadership Development Pipeline 157132. Abbott Lab’s Leadership Competency Model 160133. SmithKline Beecham’s 21 Leadership Competencies 161134. Motorola’s GOLD 162135. Skilled Incompetence of Leaders 163

Chapter 8 Team Management 165

136. Ten Step Model to Build Teams 165137. Four Stage Model of Group Development 166138. Five Stage Model for Transition to Self-Directed Teams 167139. Nuts and Bolts Model for Building Self-Managed Work Teams 168140. Why Teams Don’t Work: Problems, Symptoms and Solutions 170141. Ten Principles of Great Groups 171142. Seven Best Practices of Virtual Teams 172143. Ten Commandments of Team Leadership 173144. Quality Circles 175145. Tips and Guidelines on Team Training 176

Chapter 9 Employee Communication, Involvement and EmpowermentManagement 179

146. Six-Step Model for HR Communication 179147. Five Models of Communication 180148. Seven Principles of Effective Listening 182149. Thirteen Barriers of Effective Communication 183

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150. Transactional Analysis 184151. Johari’s Window 185152. Model for High Involvement Work Organization 186153. Ten-Step Model for Employee Involvement 187154. Ford’s Employee Involvement Model 188155. Three-Stage Model for Empowerment 189156. Empowerment vs Disempowerment 190157. Unsuccessful Empowerment 192

Chapter 10 Intelligence and Motivational Management 194

158. Corporate IQ 194159. Flynn Effect 195160. Fluid and Crystallized Intelligence Model 196161. Multiple Intelligence Model 197162. Three Faces of Intellect Model 198163. Triarchic Model of Human Intelligence 198164. Two-Factor Model of Intelligence 199165. Laws of Thorndike 200166. Primary Mental Abilities 201167. Nature-Nurture Controversy 202168. Stanford-Binet IQ 203169. Emotional Intelligence Framework 203170. Hierarchy of Needs 205171. Hygiene-Motivator Factors 206172. Valence-Expectancy Model 206173. Three-Phase Goal Setting Model 207174. Drive-Reduction Model 208175. Achievement Need 209

Chapter 11 Creativity and Decision-Making Management 211

176. Ten Myths and Truths of Corporate Creativity 211177. 3M HR Practices for Innovation Management 213178. Mozart Effect 214179. Neuro-Linguistic Programming (NLP) 215180. Mind Mapping 216181. Synectics 217182. Brainstorming 218183. Somatic Markers 219184. Managerial Powerlessness 220185. Bounded Rationality 221186. Groupthink 222187. Delphi Technique 223188. Nominal Group Technique 223189. Pareto Principle 224190. Gestalt Psychology 225

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Chapter 12 Self-Management 227

191. Twelve-Step Self-Management Model 227192. Art of Living 229193. Transcendental Meditation Technique 230194. Stereotyping 231195. Alexander Technique 231196. Premack Principle 232197. Zeigarnik Effect 233

Chapter 13 Selected Classics in OB and OD 235

198. Five-Step Organizational Behaviour Modification Model 235199. Attribution Theory 236200. Perceptual Consistency 237201. Cognitive Dissonance Theory 238202. Immaturity-Maturity Continuum 239203. Locus of Control 240204. Self-Efficacy 241205. Personal Values 242206. Reciprocal Determinism 243207. Nine-Step Implementation Model for OD Interventions 244208. Organization Development Techniques 245209. Five-Step Model for Action Learning 246210. Seven-Step Confrontation Meeting 248211. Consulting Skills 249212. Future Search Conference 250

Chapter 14 Organizational Learning and Knowledge Management 252

213. Organizational Learning Systems 252214. 4 ‘I’ Model of Organizational Learning 253215. Fifth Discipline 254216. Ten Organizational Learning Tools 256217. Single Loop and Double Loop Learning 257218. Kolb’s Experiential Learning Cycle 258219. Teaching Organization 260220. Polaroid’s Reflection Workbook 261221. Model Illustrating Knowledge Work vs Traditional Work 262222. Ten Principles of Knowledge Management 263223. Twelve-Step Model for Implementation of Knowledge Management 264224. Ten Shifts in Knowledge Management 266225. Knowledge Management Tools 267226. IBM’s Communities of Practice 268227. Four Processes in Knowledge Management 270228. Five Types of Knowledge Transfer 271229. Model for Knowledge Officer’s Role 273

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Chapter 15 Organizational Management 275

230. Fourteen Key Principles of ‘Best in Class’ Performing Firms 275231. Twelve-Step Model for Global Success 276232. Eighteen Paradoxes of Business Environment 278233. Eight Common Traits of Excellent Companies 279234. Ten Great Lessons from Winning Companies 280235. Best Practices of Third Wave Companies 281236. Model for Business Excellence 282237. Five Principles of Strategy Focused Organizations 283238. Ten Realities in Strategy Making 285239. Gold and Garbage in Management Theories 286240. Models of Organization 287241. Mechanistic and Organic Systems 288242. Neurotic Organizational Styles 289243. Bureaucracy 291244. The Rational Model 291245. Equity Model 292246. McKinsey 7-S Framework 293247. Reengineering Management 294248. Z Theory 296249. Quality Management 297

Chapter 16 Culture Management 299

250. Model Linking Organizational Culture and Organizational Performance 299251. Twelve Types of Corporate Culture 301252. Four Practical Approaches to Cultural Change 302253. Hofstede’s Model of Culture Dimensions 303254. Model Illustrating Progressive vs Static Cultures 304255. Renaissance Model of Culture Change 305256. AT&T Model of Culture Management 306

Chapter 17 Change Management 308

257. Model of Organizational Change 308258. Eight Phases Change Model 309259. Twelve-Step Model for Organizational Change and Renewal 311260. Ten Commandments Model for Executing Change 312261. Five Potential Obstacles of Change 313262. HR Model to Manage Challenges of Change 314263. McKinsey vs Movement Models of Change 315264. Coopers and Lybrand Model for Managing Change Resistance 316265. Ten-Step Model for Transition Management 317266. Group Model for Achieving Change in People 318267. Who Moved My Cheese 319268. The Neutral Zone 320

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269. Strategic Inflection Point 321270. Model for Successful Change Agent Role 322

Chapter 18 Audits, Assessments, Measurements and Evaluations 324

271. Fiction and Fact about HR Audits 324272. Model for HR Audit 325273. Model for Culture Audit 326274. Audit Techniques for Organizational Communication 328275. Model for Stress Assessment 329276. Model for Career Assessment 329277. Model for Assessment Center Implementation 331278. Assessment Center Techniques 332279. Development Center 333280. Five-Phase Model for Competency Assessment and Development 334281. Seven Problems and Their Solutions in Personality Assessment 335282. Psychometric Instruments for HRD 336283. Instruments in Measuring Organisational Climate 337284. Tools in Organizational Assessment 339285. Tools in Personality Assessment 341286. Tools in Interpersonal Relationships Assessment 342287. Tools in Leadership and Management Development Assessment 344288. Tools in Team Assessment 345289. Selective Tools in HRM 347290. Enneagram 349291. Management Skills and Style Profile 350292. Model for HR Measurement 351293. Model for Performance Measurement 352294. Seven-Step Model for Team Measurement 353295. Four C Model for Evaluation of HRM Policies and Practices 354296. Four-Level Model of Training Evaluation 355297. Return on Investment of Human Capital 356298. Twelve Inhibiting Factors in Implementation of HR Costing and Accounting 358299. Eleven Techniques in Measuring Intellectual Capital 359300. Human Capital Accounting Techniques 360

References 363

Author Index 375

Subject Index 379

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Today, many books are available in the market which deal with Human Resource Management(HRM) providing different perspectives. These books are either too academically oriented,leaving little scope for pragmatic issuses or too brief, neglecting basic concepts and theories.This book is an attempt to fill that gap. It is a unique blend of theory and practice and presentsmany facts of HRM, not found in other books on the subject. It is my conviction that any personaspiring to become a good human resource professional has to possess both knowledge of humanresource management concepts and an awareness of the implications of such concepts in practice.Possessing merely either of this, i.e. conceptual knowledge without understanding practicalimplications or indulging in human resource management practice without possessing theoreticalperspective can never be adequate. Keeping in view this reality, the book presents, in a vividmanner, both fundamental and advanced concepts of human resource management as also theirimplications in practice.

This comprehensive text which deals with HRM concepts and practices is the result of atwo-year intentsive study on these concepts and practices. It traces the evolution of humanresource management. The book with its rich content base comprises 18 chapters which describe300 models, techniques and tools of human resource management in practice. In orderto understand and practice human resource management in a systematic manner in theorganizational context, it is necessary that we have knowledge about various models of HRMdeveloped and practised worldwide. With this objective, Chapters 1 and 2 discuss 45 models,techniques and tools with their managerial implications for sound HRM practice. Humanresource planning and sourcing are essential for people management. Recognizing this fact, 13different techniques and tools applicable for varied contexts are dealt with in Chapter 3. Twelvecontemporary models are described in Chapters 4 and 5 to emphasize the significant role oftraining, management development, competency and career management in sustaining themotivational level of human resource.

Academicians, consultants and practitioners of HRM are constantly in search of newmodels, techniques and tools to enchance performance of human resource. This has contributedto the emergence of innumerable practices. Taking these into account, Chapter 6 presents 34most effective techniques and tools of performance management, while Chapter 7, with thesupport of 19 best models in practice, deals with Leadership, the most important and talkedabout topic in HRM.

New generation human resource practices like team building, employee communication,involvement and empowerment are discussed in Chapters 8 and 9. Intelligence and motivationalmanagement are two strong pillars of human resource management and leaving them untouchedcan make any book dealing with the subject of human resource management incomplete.Therefore, with an objective to bring HR professionals back to basics, Chapter 10 describes18 models of intelligence and motivational management. People are at the centre of creativity

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and decision-making practices. This is rightly brought out in Chapter 11 comprising 15techniques and tools. Chapter 12 is devoted to the issue of self-management and a total of seventechniques are discussed as a part of this. Though organizational behaviour and organizationdevelopment, organizational learning and knowledge management have acquired the status ofindependent disciplines with growing research, they remain an integral part of HRM, at least inpractice. Every student and practitioner of HRD has to invariably possess the knowledge of theseissuses. In order to facilitate this, 32 most relevant and essential models, techniques and tools arepresented in Chapters 13 and 14. Unless we appreciate the interaction between the larger canvasof organizational management and human resource management, designing and executingorganizationally relevant HR practices will remain a dream. In this context, 17 different models,techniques and tools are provided in Chapter 15, enabling a deeper understanding of the issue.

Culture is at the heart of HRM practice from the process perspective. Many organizationsascribe their success to good culture management. Recognizing this, Chapter 16 deals withculture management, presenting 16 models, techniques and tools. Change mangement is regardedas one of the principal constituents of HRM in practice since success of change initiatives islargely influenced by people practices. Thirteen models describing the role of human resource inchange management are discussed in Chapter 17. Globally, measuring ‘soft skills’ through ‘hardmeasures’ has become an accepted method of establishing the efficacy of human resourcemanagement in practice. The final chapter (18) presents 30 powerful human resource assessmentand evaluation techniques and tools which can be used by students and practitioners of HRM.

The book should prove useful to postgraduate students of management offering courses inHRM/HRD. It should also prove beneficial as a handbook to HR professionals. I sincerely hopethis is one book that both students and practitioners alike would like to cherish as a classic inthe practice of human resource management.

I am indebted to Administrative Staff College of India and the Centre for OrganizationDevelopment, Hyderabad for allowing me to use their library facilities. I am thankful to AshokAwasthi, B.B. Bhattacharya, G. Jawahar, K.V.V. Satyanarayana, Ritu Tather, Sandeep Chatterjeeand Vinod P. Baxla, without whose help this work would not have been possible. I also wish tosincerely thank my wife and son for their encouragement and patience while I was writing thisbook.

Finally, I would like to thank the Publishers, Prentice-Hall of India, especially theireditorial and production team, for the care they have taken in bringing out this text.

Srinivas R. Kandula

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Understanding models in human resource management (HRM) is essential for any humanresource practitioner for three reasons. Firstly, it provides a macro perspective of HRM practice inoverall organizational set up. Secondly, the unity and diversity of these models serve as vitalinputs in drafting tailor made HRM model for organizations. Thirdly, these models offer answersto quite a few dilemmas that practitioners encounter in their mission to pursue an organiza-tionally dovetailed and business aligned human resource function.

With these objectives in view, this chapter deals with 30 different models in HRM practice.Each of these models illustrates HRM strategy from a particular perspective, its focus, and theprincipal elements, the overall philosophy and ultimate objective. These 30 models togetherpresent the spectrum of HRM practice that include soft and hard variants of HRM, qualityenabled HRM, models drawn from religious scriptures, strategy, structure, process aligned HRM,and models based on employee commitment approach, capability driven, human potentialoriented, profit motivated, and sectorial based HRM, thus giving a comprehensive and holisticapproach to the subject.

BALDRIGE MODEL OF HRM �Malcolm Baldrige National Quality Award is regarded as the world’s highest quality award thatis given annually to an organization in recognition of its quality standards. HRM practices takea central place in quality movement of organizations. A maximum of 1000 points is allocated todifferent dimensions of quality management for assessment under Baldrige award. Out of these,HRM practices get 150 points. Further, these practices like employee development, involvementand empowerment, has potential to influence the other dimensions of the award like customerfocus, leadership, and quality planning. Keeping in view its importance, Dr Christopher Hart,president of TQM Group-USA and Prof Leonard Schlesinger of Harvard Business Schooladvocated for application of Baldrige framework to HR in their paper titled “Total QualityManagement and the Human Resource Professional: Applying the Baldrige Framework to HumanResources” published in HRM in 1991. This orientation may help companies to not onlystrengthen their quality efforts but also give a purposeful shape to HR function.

In quality modelling, HR function needs to develop a new vision for itself as a customerfocused service provider, in other words, setting 100 per cent customer satisfaction as HRM’s

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ultimate goal which means, defining who the customers are and determining their precise needs.Baldrige award emphasizes the critical role of five HR practices in this endeavour. These are(i) HR planning, (ii) HR education and training, (iii) HR performance and recognition,(iv) HR involvement, and (v) HR well-being and morale. Again, each of these practices arebroken into a number of activities. For example, HR planning practice is sub-divided intoredefining job descriptions to increase clarity of job, steps to enrich jobs, lines of authority,organizational structure, etc. Similarly, education and training encompasses activities likeleadership training, training in quality, communication, mentoring, job specific employeetraining, remedial training for career growth and so on. The quality modelled HRM activitieswould progress in tandem with quality efforts as illustrated in Table 1.1.

TABLE 1.1

Variables Baldrige HRM

Outcome Customer focus and satisfaction Employee performance, satisfaction, growth andmotivation

System Strategic quality planning HR planning

Driver Leadership Employee characteristics

Managerial Implication

Baldrige model of HRM helps organizations in focusing their attention on attaining globalstandards in quality of products and services. HR managers have to understand quality systemsand internalize the philosophy and mechanisms of Malcolm Baldrige award in order to apply theright HR practices. Quality specialists have taken over HR function wherever human resourceprofessionals were not successful in applying quality reinforced HRM model. The lack of basicHRM foundation in quality specialists led to failures in integrating Quality-HRM partnership.Therefore, special attention must be paid to identify an HRM professional with requisite skillswho can translate Baldrige HRM model into practice.

HARVARD MODEL OF HRM �The type of HRM policies and practices an organization prefers should be dependent upon itsorganizational vision, mission, strategy, goals, and objectives. In quite a few cases, such HRpractices 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 externalenvironment of organizations. Harvard model of HRM propounded by Michael Beer, RichardWalton, Quinn Mills, P. Lawrence and Bert Spector highlighted this influence of environment onHRM in their book titled Managing Human Assets published in 1984. This model also known asSoft Model of HRM/Harvard Map of HRM/Multiple Stakeholders Model, argues that humanresources policies are to be influenced by two significant considerations:

1. Situational factors. The internal and external environment factors of organizationsthat include (i) labour market conditions, (ii) societal values, (iii) business strategies,(iv) technologies, (v) management philosophies, and (vi) market conditions willconstrain the formation of HRM policies.

Human Resource Management InPractice With 300 Models, Techniques

And Tools

Publisher : PHI Learning ISBN : 9788120324275 Author : Srinivas R. Kandula

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