HR as a scarce resource HR as a valuable resource HR as a rare resource HR as inimitable resource ( Identify the exact source of human resource pool

ool that provides competitive advantage) HR as a non substitute resource ( There is no substitute)

Linking HRM practices to Organisation outcomes

There are diff types of HRM practices such as

HRP Job analysis Selection Recruitment T&D Performance appraisal Compensation Legal & Environmental issues Safety and Health Concern

Link b/w these two Knowledge about reducing the cost of HRM activities Methods used to evaluate the behavioral impact associated with modifying HRM practices Auditing the strength and weaknesses of HRM practices and dept

Assessing &Reducing costs It focus upon reducing the costs and implementing HR systems in most efficient manner Automation of administrative transactions Outsourcing of HR activities Specialized consulting firm Employee absenteeism Employee turnover

Behavioural Impact of HRM practices

It is based on behavioral model & research Research is designed in order to evaluate the effectiveness of specific practices through the analysis of data These studies are designed to evaluate the pre/post increase in performance Indicated by statistical data

Marginal Utility It is a financial gain to be achieved from a people management intervention. It simply includes Cost and financial return Investment in HR system should be value added Rate of return > Cost of capital

HRD audit It is a process used for testing managerial control on employees. It is a periodic review used to measure the effectiveness of HRM & identify the areas need improvement. Its main aim is to determine whether the HR policies, programmes and strategies helps to meet the goals of the organization Objectives To analyze the future strategies of organization To review the system of Training & Development To utilize the HR effectively To evaluate the effectiveness of managers To measure the capability of HR staff

Approaches
Comparative approach Outside authority approach Statistical approach MBO approach Compliance approach

Methodology
Individual Interviews Group Interviews Observation Analysis of data Questionnaire

Alternative HR Systems
1.Universalistic It suggests that a specified set of HR practices (the so-called best practices) will always produce superior results whatever the accompanying circumstances. It emphasise that internal fit or horizontal fit or alignment of HR practices helps to significantly improve an organisations performance. 2. Contingency The contingency or HRM as strategic integration model argues that an organisations set of HRM policies and practices will be effective if it is consistent with other organisational strategies. External fit is then what matters . 3. Configurationally The configurationally or HRM as bundles model argues that to claim a strategys success turns on combining internal and external fit. This approach makes use of the so-called bundles of HR practices, which implies the existence of specific combinations or configurations of HR practices depending on corresponding organisational contexts, where the key is to determine which are the most effective in terms of leading to higher business performance . 4.Integrated (Combination of all 3)