46128274 final harvard framework model
TRANSCRIPT
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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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