1

babar.fazi@gmail.com
babar.fazi@gmail.com 2
 Developed By

QUIN
BEER LAWRENCE SPECTER WALTAN
MILLS

HARVARD SCHOOL

1984

Strategic map to guide all managers in their relations with

employees and concentrates on the human or soft aspect of HRM

WOOD 1995

Strives at employee commitment not

control
babar.fazi@gmail.com 3
Harvard Model of HRM

babar.fazi@gmail.com 4
 customer
Strategic competi
Partner tor
Govern Employ
ment ees

Venders Creditors
STACK
HOLDERS

Industry Board
Experts of
Directors

General Shareh
Public Investment
older
Analysis &
Media Financial
Community
babar.fazi@gmail.com 5
Employee Influence Reward
• Authority • Pay systems
• Responsibility • Incentives
• Power • Motivation

HUMAN
RESOURCE
POLICY
AREAS
HR Flow Work System
• Recruitment, Selection • Design of work
• Placement, Promotion • Alignment of people
• Assessment, Appraisal
• Termination babar.fazi@gmail.com 6
 • psychological
attachment
HR OUTCOMES
4 C’S
Commitment

• similarity between • Wage • Ability to do job

objects/individuals • Turnover Properly
• Benefits
• Absenteeism
• Strikes
Cost Competence
Congruence Effectiveness
babar.fazi@gmail.com 7
How workers feel about their jobs Dignity
To what extent ? Identity
Loyalty
COMMITMENT Societal spin-off
Better performance
Enhanced self worth
Psychological
involvement
Turnover
Absents
Grievances

babar.fazi@gmail.com 8
 Attract
Employees
organizatio sense of
n benefits self-worth
HRM Keep
Policies Employees
economic
employees well-being
'experience
Develop
Employees

babar.fazi@gmail.com 9
Congruence means
similarity between Level of congruence in HRM policies
objects/individuals
• Management and employees
Lacking of Congruence *
leads to –
Low level of • Employee groups
*
 Trust
Common purpose • Organization and the community
*
High costs in terms of
Money
• Employees and their families
Time *
Energy
Stress • Individual
*
babar.fazi@gmail.com 10
 WAGES

BENEFITS
INDIVIDUAL

ORGANIZATION
TURNOVER
SOCIETY

ABSENTEEISM

STRIKES

babar.fazi@gmail.com 11
 Societal
wellbeing
Long-term
consequences (both
Organizational
benefits and costs) effectiveness &
efficiency
of human resource
policies should be
evaluated at three
levels
Individual
welfare

babar.fazi@gmail.com 12
 PYSCHOLOGICAL

PHYSIOLOGICAL

ECONOMICAL

Organization

babar.fazi@gmail.com 13
 HR Policies

Efficiency Price
performance

Organization
short-term
Adaptability al Goals/
results
Survival

service long-term
performance results

babar.fazi@gmail.com 14
 What are the societal costs of a strike or a layoff

Physical health
Psychological
problems
problems

Community

Local Federal
Agencies Govt
State
babar.fazi@gmail.com 15
babar.fazi@gmail.com 16
MICHIGAN MODEL

babar.fazi@gmail.com 17
 Human
Resource
Development

Organizational
Selection Appraisal Effectiveness

Rewards

babar.fazi@gmail.com 18
 Matching
People to Job
Organizational Right Person
Requirements on Right job

babar.fazi@gmail.com 19
babar.fazi@gmail.com 20
babar.fazi@gmail.com 21
babar.fazi@gmail.com 22
 Rewards system/ Pay policy leads to Human development

• Base Salary • Praise

• Pay Incentives • Recognition
• Employee • Time off
Benefits
Financial Non-financial
Reward Rewards
babar.fazi@gmail.com 23
 Opportunities
• New Hired • Distribute
Employees • To Learn to Achieve
Skills Tasks

Training Resources

babar.fazi@gmail.com 24
babar.fazi@gmail.com 25