46128274 Final Harvard Framework Model

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contents

Strategic HRM

HRM HARD and SOFT

HRM vs PM

Harvard Framework

Cases

References


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STRATEGIC HRM

People are the most important asset and have aconsiderable influence on the overall performanceof the organization .Huselid (1995).

Effective human capital management practices arenecessary if an organization wants to gaincompetitive advantage.

Miller (1989), Strategic HRM encompasses thosedecisions and actions, which concern themanagement of employees at all levels...


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HARD AND SOFT HRM


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HARD HRM

Employees Compliance

Quantitative Output

Managers Task

Development of the Organisation

HARD

HRM


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SOFT HRM

SOFT

HRMFlexibility Negotiation

Performance Quality

Recognition of environments

Rights in employment relations


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SOFT vs HARD HRM


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HRM vs PM

Strategic

Proactive

Change

Integrated

Commitment

Effectiveness

Administrative

Reactive

Ignorant of market

Separated

Consensus

Efficiency

Specialist function


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Models are developed to analyse the impact of

HRM on outcome, performance and strategy.

HRM professionals are expected to be

technicalcognitive

flexible

communicativeso as to achieve a learning organisation which is

efficient and innovative.


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HARVARD FRAMEWORK

Developed by - Beer, Spector, Lawrence, QuinMills and Walton, 1984

Is a Strategic map to guide all managers in theirrelations with employees and concentrates onthe human or soft aspect of HRM.

Strives at employee commitment (Wood, 1995)not control.


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WHO ARE THE

STAKEHOLDERS ?


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Employee Influence

Work system Rewards

Human Resource Flow

POLICY AREAS


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Employee Influence : delegated levels ofauthority , responsibility , power.

Human Resource Flows : recruitment ,selection, placement , promotion, assessment,

appraisal, termination etc.

Rewards : Pay systems, incentives, motivation

Work Systems : Definition / Design of work andalignment of people.


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4 Cs

COMMITMENT

CONGRUENCE

COMPETENCE

COST

EFFECTIVENESS


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4 Cs Four Cs' do not represent all the criteria to

evaluate the effectiveness of human resource

management,

Yet they are 'reasonably comprehensive

In the long run, striving to enhance all four Cs

will lead to favorable consequences for long-

term consequences.


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COMMITMENT Do HRM policies enhance the commitment of

employees ?

To what extent ?

COMMITMENTLOYALTY

BETTER PERFORMANCEENHANCEDSELFWORTH

DIGNITY

PYSCHOLOGICAL

INVOLVEMENT

IDENTITY

SOCIETAL SPIN-OFF

TURNOVER

ABSENTEEISM

GRIEVANCES


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COMPETENCEDo HRM policies serve to attract, keep, or develop

employees who have valuable skills and knowledge -

both now and in the future?

Again there are benefits at all levels. If skills andknowledge are there when required, the organization

benefits, and its employees 'experience an increased

sense of self-worth and economic well-being.'


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COST EFFECTIVENESS

STRIKES

WAGES

BENEFITS

TURNOVER

ABSENTEEISM

ORGANIZATION

SOCIETY

INDIVIDUAL


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CONGRUENCE

The question can be raised about the level of congruencein HRM policies between, for example:

- management and employees,

- different employee groups,

- the organization and the community,

- employees and their families, and

- within the individual?

Lacking leads to - low level of trust & common purpose ;high

costs in terms of money, time and energy ; stress etc..


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Beer et al argue that , HR policies SHOULD be

influenced by ALL stakeholders.

If not, 'the enterprise will fail to meet the needs of

these stakeholders in the long run and it will fail as an

institution.'

HRM has much broader consequences than simply

last quarter's profits or last year's return on equity.

Short-term measures are relatively unaffected by

HRM policies. Long-term consequences should be taken

into account.


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EVALUATION OF HR POLICIES

Long-term consequences (both benefits and costs) of human

resource policies should be evaluated at three levels:

INDIVIDUAL

ORGANIZATIONAL

SOCIETAL


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INDIVIDUAL

EMPLOYEE

ORGANIZATION

PYSCHOLOGICAL

PHYSIOLOGICAL

ECONOMICAL


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ORGANIZATIONALHR policies have to be evaluated in terms of their contribution

to business goals and organizational survival.

ADAPTABILITY

PRICE PERFORMANCE

LONG-TERM RESULTSSHORT-TERM RESULTS

SERVICE PERFORMANCE

EFFICIENCY


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SOCIETALFor example, Beer et al ask: "What are the societal costs

of a strike or a layoff?

They point out that "alienated and laid-off workers maydevelop both psychological and physical health

problems that make them burdens to community,

agencies funded by the local, state, or federal

government.

Today employers pass on many of the costs of their

management practices to society."


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Cases

In some areas there is a close coincidence ofinterests between corporations, individuals andthe society. The physical and psychological well

being of employees is gaining importance incorporate concern.

Johnson and Johnson and Control Data, have

launched extensive programs to help employeesfor health and develop personal programs fordevelopment.


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REFERENCES

http://www.citehr.com/22332-harvard-map-

hrm.html#ixzz16h6kwfgQ

http://www.africancentreforcommunity.com/BestPerspectivest

ohumanresourcemanagementbyArreyMbongayaIvo.htm

http://www.emeraldinsight.com/journals.htm?articleid=844221

&show=html

http://www.nutshellforum.com/article.asp?id=6

Human Resource Management, 3rd

Edition, Biswajeet Patnaayak Human Resource Management: Critical Perspectives on

Business and Management, Volume 1,Micheal Poole


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Documents

46128274 Final Harvard Framework Model