Harvard Analytical Framework for Human Resource Management

Stake holder Interests Shareholders Management Employee Groups Government Community Unions

HRM policy choices Employee influence Human resource flow Rewards systems Work Systems

HR outcomes Commitment Compliance Congruence Cost effectiveness

Long-Term Consequences Individual well-being Organisational effectiveness Societal wellbeing

Situational Factors Workforce characteristics Business Strategy and conditions Management philosophy Labour Market Unions Task Technology Law and societal values

Source: Beer et al (1984)

The Human Resource Cycle: Rewards

Selection

Performance

Appraisal

Training

Source: Fombrun et al (1984)

Strategic Human Resource Management and Environmental Pressures

Political forces Economic forces Mission and strategy Firm Organisational structure Human resource management Cultural forces

Source: Fombrun et al (1984)

The Warwick model of Strategic Change and Human Resource Management

Socioeconomic Technological Political-legal Competitive Inner context Culture Structure Politics/leadership Task-technology Business outputs Business strategy content Objectives Product-market Strategy & tactics HRM context HR flows Work systems Reward systems Employee relations HRM content Role Definition Organisation HR outputs

Source: Hendry and Pettigrew (1992)

Guests Theory of SHRM

HRM Policies
Organisational design Management of change Recruitment selection socialisation Appraisal training development Reward systems Strategic Integration Commitment

Human Resource Outcomes

Orgnisational Outcomes
High Job performance High Problem-solving Change Innovation

Flexibility Quality

High Cost Effectiveness Low Turnover Absence Grievances

Leadership/ Culture/Strategy

Source: Adapted from Guest (1989)

Storeys Model of mapping the various meanings of SHRM

STRONG

A distinctive approach to labour management I Strategic interventions designed to elicit secure full commitment and to develop resourceful humans Integrated with business strategy II Strategic Interventions designed to utilisation of labour resources Employees are viewed as a cost to be minimised

SOFT
Internal integration Emphasis on individualism, with an an awareness of the benefits of collectivism in certain areas

HARD

Just another term for personnel Inherently anti trade union

WEAK

Source:Storey(1992)

Storeys Twenty Five Point Checklist Dimension Personnel and IR Beliefs and assumptions 1.Contract 2.Rules 3.Guide to management action 4.Behavioural referent 5.Managerial task vis-a-vis labour 6.Nature of relations 7.Conflict 8.Standardisation 9. Initiatives 10.Key relations 11.Corporate plan 12.Speed of decisions 13.Management role leadership 14.Key managers 15. Prized management skills 16. Attention on interventions 17.Selection 18.Pay 19.Conditions 20.Labour-management 21.Relations with stewards 22.Communication 23.Job design 24.Conflict handling 25.Training and development Careful delineation of written Aim to go beyond contract Contracts Importance of devising clear rules Can do outlook: Procedures / consistency control Business need/ flexibility commitment Norms / customs and practice Values/mission Monitoring Nurturing Pluralist Unitrist Institutionalised De-emphasised High (parity an issue) Low (parity not an issue) Strategic aspects Piecemeal Labour-management Marginal to Slow Line-management Transactional Personnel/IR specialists Negotiation Key levers Personnel procedures Separate, marginal task Job evaluation Separately Negotiated Collective bargaining Regularised, through Training and facilities Restricted flow/indirect Division of labour Reach temporary truces Controlled access to courses Integrated Business-customer Central to Fast Transformational Line Managers Facilitation Cultural,structuraland HR strategies Integrated, key skill PRP Harmonisation Individual contracts Marganilised Increased flow/ direction Teamworking Manage climate and culture Learning companies SHRM

Source: Storey (1995)

Figure 4 The Characteristics of Miles and Snows Strategic Types

Business Strategy Type

Defender strategy emphasises

Characteristics of Business Strategy Dominant Objectives Preferred Strategy

Specialisation, costefficient production, marketing price and service to defend current business, tendency to vertical integration.

Desired for a secure and stable niche.

Prospector strategy Location and exploitation of new product and market development. opportunities. monitoring of changes. Analyser strategy Desired to match new ventures to present shape of business.

Growth through product and market Constant market Multiple technologies. Steadygrowth through market penetration. Exploitationof applied research. Followers in the market.

Figure 5 Business Strategies and their Linkage to Human Resource Strategies

HRM Strategy
Prospector
Union Density Skills Requirements Level of Supervision Amount of Employee Participation Low High Low High

Business Strategy
Analyser
Moderate Moderate Moderate Moderate

Defender
High Low High Low

Source: Miles and Snow (1978)

Differences Between Personnel Management & Human Resource Management

Dimension Contract Rules Guide to management action Behavior referent Managerial task Nature of relations Conflict Key relations Initiatives Corporate plan Speed of decision Management role Key managers Communication Standardization Prized management skill Selection Pay Conditions Labor management Thrust of relations with stewards Job categories & grades Job design Conflict handling Training & development Personal Management Careful delineation of written contract Importance of devising clear rules Procedures Norms/customs & practices Monitor Pluralist Institutionalized Labor management Piecemeal Marginal to Slow Transactional Personnel /IR specialist Indirect High Negotiation Separate, marginal task Job evaluation Separately negotiated Collective bargaining Regularized through facilities & training Many Division of labor Reach temporary truces Controlled access to course HR Management Aim to go beyond contract Can do outlook Business need Values, mission Nurturing Unitarist De-emphasize Customers Integrated Central to Fast Transformational General business line managers Direct Low Facilitation Integrated Performance related Harmonization Individual bargaining Marginalized Few Teamwork Manage climate & culture Learning companies

Nature of HRM

HRP Competent & willing Employees Organizational goals

Environment

Participative Management Health JobRecruitment TrainingPlacement Conflict&of + Welfare Industrial development Future Management Communication &Remuneration safety HRM Motivation Analysis Selection relations

HRM Model