hrm models
DESCRIPTION
Harvard Model Michigan ModelTRANSCRIPT
Developed By
BEER SPECTER WALTANLAWRENCEQUIN
MILLS
1984
Strategic map to guide all managers in their relations with employees and concentrates on the human or soft aspect of HRM
Strives at employee commitment not control
WOOD 1995
HARVARD SCHOOL
STACK HOLDERS
customer
competitor
Employees
Creditors
Board of Directors
ShareholderInvestment Analysis & Financial Community
Media
General Public
Industry Experts
Venders
Government
Strategic Partner
Employee Influence• A
uthority
• Responsibility
• Power
Reward• P
ay systems
• Incentives
• Motivation
HR Flow• R
ecruitment, Selection
• Placement, Promotion
• Assessment, Appraisal
• Termination
Work System• D
esign of work
• Alignment of people
HUMAN RESOURCE
POLICY AREAS
•psychological attachment
Commitment
•Ability to do job Properly
Competence
•similarity between objects/individuals
Congruence
•Wage•Turnover•Benefits•Absenteeism•Strikes
Cost Effectiveness
HR OUTCOMES4 C’S
1. Commitment
COMMITMENT
Turnover Absents Grievances
DignityIdentity Loyalty
Societal spin-off Better performanceEnhanced self worth
Psychological involvement
How workers feel about their jobs To what extent ?
2. Hr competence
HRM Policies
Attract Employees
Keep Employees
Develop Employees
organization benefits
employees 'experience
sense of self-worth
economic well-being
Level of congruence in HRM policies
*• Management and
employees
* • Employee groups
*• Organization and the
community
*• Employees and their
families
* • Individual
3. Congruence
Congruence means similarity between objects/individualsLacking of Congruence leads to –Low level of
Trust Common purpose
High costs in terms of Money Time Energy Stress
5. Cost effectiveness
STRIKES
WAGES
BENEFITS
TURNOVER
ABSENTEEISM
INDIVIDUAL
ORGANIZATION
SOCIETY
LONG-TERM CONSEQUENCES
Societal wellbeing
Individual welfare
Long-term consequences (both benefits and costs) of human resource policies should be evaluated at three levels
2. Organization Effectiveness
HR Policies
long-term results
service performance
Adaptability
Efficiency
short-term results
Price performance
Organizational Goals/ Survival
3. Society Wellbeing
What are the societal costs of a strike or a layoff
Psychological problems
Physical health problems
Community
Local Agencies
State
Federal Govt
HUMAN RESOURCE CLCLE
Selection
Rewards
Appraisal
Human Resource
Development
Organizational Effectiveness
REWARDS
•Base Salary•Pay Incentives•Employee Benefits
Financial Reward
•Praise•Recognition•Time off
Non-financial Rewards
Rewards system/ Pay policy leads to Human development
