HRM Models

5/24/2012

R G Priyadarshini, ASB

Dimensions of HRM
Environmental analysis

Human Resource Planning

Acquiring Human Resources Appraising Human Resources Developing Human Resources Compensating Human Resources Maintaining Human Resources

Operative Functions of HRM

Procurement HR planning Job Analysis Recruitment Selection Placement Induction Internal mobility

Development: Training and development Career planning Succession planning

Motivation and Compensation: Job design Work scheduling Motivation Job evaluation Performance and potential appraisal Compensation administration Incentives benefits and services

Maintenance: Health Safety Welfare Social security

Integration: Grievances Discipline Teams building Collective bargaining Participation Empowerment Trade unions Employers associations Industrial relations

Emerging Issues: Personnel research HR accounting HRIS Managing work-life balance Organization Change and Development International HRM

Fombrun, Tichy & Devanna Model

Emphasizes the interrelatedness and the coherence

of HRM activities
HRM cycle: selection, appraisal, development and

rewards aim to increase organizational performance

5/24/2012

R G Priyadarshini, ASB

Fombrun, Tichy & Devanna Model

5/24/2012

R G Priyadarshini, ASB

Fombrun, Tichy & Devanna Model

Prescriptive Ignores stakeholder interests, situational factors

and notion of strategic choice

Expresses the coherence of internal HR policies

and the importance of matching them to external business strategy.

5/24/2012

R G Priyadarshini, ASB

Harvard Model
Situational factors
Stakeholder interests HRM policy choices

HR outcomes
Long-term consequences

5/24/2012

R G Priyadarshini, ASB

Harvard Model

5/24/2012

R G Priyadarshini, ASB

Harvard Model
Classifies inputs and outcomes at both

organizational and societal level

Absence of a coherent theoretical basis for

measuring the relationship between HR inputs, outcomes and performance.

5/24/2012

R G Priyadarshini, ASB

Harvard Model
Integrated model
Analytical - commonly used Policy choices influenced by interest groups and

situational factors A prescriptive element - the outcomes Identifies limited preferred / superior choices? Perhaps one way communication?

5/24/2012

R G Priyadarshini, ASB

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Warwick Model
Extends the Harvard framework. Maps the connections between the outer and

inner contexts and explores how HRM adapts to changes in context.

5/24/2012

R G Priyadarshini, ASB

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Warwick Model

5/24/2012

R G Priyadarshini, ASB

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The Warwick Model

More analytical approach than Harvard - no

prescriptive elements External influences are recognized in the context of HR strategy Two way system of communication - dialogue model

5/24/2012

R G Priyadarshini, ASB

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Guest Model

Reflects view that a core set of integrated HRM

practices can achieve superior individual and organizational performance.

HRM differs from personnel management.

R G Priyadarshini, ASB

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Guest Model

Efficiency

Effectiveness

5/24/2012

R G Priyadarshini, ASB

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