MHR Models

8/13/2019 MHR Models

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Words of wisdom

The real sources of competitive leverage are the culture

and capabilities of your organization that derive from

how you manage your people.

The whole emphasis on people demands that top

management attract, cultivate and keep the best

workforce they can possibly find.

The role of HR is becoming as important if not more thanany other executive leadership function.

The Nature of Human Resource

Management


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Human Resource Management:

A strategic approach to managing

employment relations which emphasizes

that leveraging peoples capabilities iscritical to achieving competitive

advantage. This being achieved through a

distinctive set of integrated employmentpolicies, programmes and practices.


Management


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Management:

The science perspective

The political perspective

The control perspective

The practice perspective


Management


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The meaning of management


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Science perspective:Fayol (1949).

Planning, Organizing, Directing, Controlling

(PODC).Idealized image of management as a rationally

designed and operationalized tool for realizing

organizational goals.



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Political perspective:

Characterizes the workplace as a miniature

society with politics pervading all managerial

work.

Individual managers viewed as knowledgeablehuman agents.

Reinforces the theoretical and practical

importance of building alliances and networks ofco-operative relationships.



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Control perspective:

Conceptualizes management as a controlling

agent that servces the economic imperatives

imposed by capitalist marketing relations.

Management structures and labour strategiesare instruments and techniques to control the

labour process in order to secure a high level of

productivity and profitability.

Simultaneous desire for control over, and

cooperation from, workers.



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Practice perspective:

Sees management as an activity aimed at the

continual melioration of diverse, fragmented andcomplex practices.

Incorporates the other three perspectives.



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Describes dynamic interlocking relations that

exist between individuals and their work

organizations.Considers economic, legal, social and

psychological relations.

The Nature of the Employment

Relationship


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The Nature of the Employment

Relationship


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What do HRM professionals do?

PlanningStaffing

Developing

Motivating

Maintaining

Managing relationships

Managing change

Evaluating

HRM Functions


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What affects what HRM professionals do?External context (economic, political and

legal regulations, and social aspects)

StrategyOrganization (size, work and structure, and

technology)

HRM Functions


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How do HRM professionals do what they do?

Use technical, cognitive and interpersonal

processes and skills.

Power, legal procedures and communicationskills are important.

HRM Functions


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HRM Functions


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Five major HRM models:

Provide an analytical framework for studying

HRM.

Legitimate certain HRM practices.

Establish variables and relationships to be

researched.

Explain the nature and significance of keyHR practices.

Theoretical perspectives on HRM


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Emphasizes the interrelatedness and the

coherence of HRM activities.

HRM cycle: selection, appraisal,

development and rewards aim to increaseorganizational performance.

Fombrun, Tichy & Devanna


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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.



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Situational factors

Stakeholder interests

HRM policy choices

HR outcomes

Long-term consequences

Harvard


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Harvard


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Classifies inputs and outcomes at both

organizational and societal level.

Absence of a coherent theoretical basis for

measuring the relationship between HRinputs, outcomes and performance.

Harvard


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Reflects view that a core set of integrated

HRM practices can achieve superior

individual and organizational performance.

HRM differs from personnel management.

Guest


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Guest


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Guest


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Extends the Harvard framework.

Maps the connections between the outer and

inner contexts and explores how HRM

adapts to changes in context.

Warwick


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Warwick


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Demonstrates the differences between the

personnel and industrials and the HRM

paradigm by creating an ideal type.

Characterizes HRM as an amalgam ofdescription, prescription, and logical

deduction.

Storey

St


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Storey

St


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Storey

E t t f HRM


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How many organizations have adopted the new

HRM model?

Number of HR architects in the highest levels of

decision-making is small.

Renaissance of individualism, fall incollectivism.

Disjuncture between knowledge of the HRM model

and management practice.

Few organizations have integrated HR planning

into strategic business planning.

Extent of HRM

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MHR Models