Академический Документы
Профессиональный Документы
Культура Документы
Purpose
Provide an analytical framework for studying HRM
They legitimize certain HRM practices They provide a characterisation of HRM They serve as a heuristic device
Rewards
This emphasises just four functions and their interrelatedness. It is incomplete as it focuses only on four functions of HRM and ignores all environmental and contingency factors that impact HR functions. This model deserves appreciation for emphasizing interrelationship among the four activities and their collective impact on organization effectiveness.
Stakeholder Interests
Shareholders Management Employee Groups Government Community Unions
t Situational Factors Workforce characteristics Business strategy & conditions Management Philosophy Labour Market Unions Task technology Laws & societal values
Human Resource Management Policy Choices Employee influence Human resource flow Reward Systems Work Systems
Long-term Consequences
It comprises six critical components of HRM The dimensions include in the model are: Stakeholders interests, Situational factor, HRM policy choices, Human Resource Outcomes, Long term consequences, Feedback loop. Stakeholders interests recognize the importance of trade offs between the interests of the owners and those of employees Situational factors influence managements choice of HR strategy.
HRM policy choices emphasize the managements decisions and actions in terms of HRM, which result from an interaction between constraints an choices. The model depicts management as a real actor, capable of making at least some degree of unique contribution within environmental and organizational parameters and of influencing those parameters themselves over time. HRM outcomes, the assumption is that employees have talents which are rarely exploited for organizational growth and they are willing to grow with the organization if a participative environment is available.
The long-term consequences include social well being, organizational effectiveness, and individual welfare. There is obvious linkage among the three. Employee welfare leads to organizational effectiveness and efficacy of all organizations contribute to societal well-being. Feedback loop is the sixth component of Harvard model. Situational factors influence HRM policy and choices, and are influenced by long term consequences. Similarly, stakeholders interests influence HRM policy and choices, and inturn, are impacted by long-term outcomes.
HRM Strategies
Performance Outcomes Positive Productivity Innovation Quality Negative Low productivity Absenteeism Turn over
The model emphasis the logical sequence of six components This model claims that HR manager has specific strategies to begin with, which demand certain practices and when executed , will result in outcomes. These outcomes include behavioural, performance related and financial. Looking inversely, financial results depend on employee performance, which in turn is the result of action oriented employee behaviours. .
Behavioural outcomes are the results of employee commitment, quality and flexibility, which in turn are impacted by HR practices. HR practices need to be in tune with HR strategies which are invariably aligned with organizational strategies. How HRM can contribute to organizational effectiveness is clearly shown in the model
Inner context
Culture Structure Politics/leadership Task-technology Business Outputs
HRM context
Role Definition Organization HR Outputs
HRM content
HR Flows Work systems Reward Systems Employee relations
Warwick proposition centers around five elements. Outer context Inner context Business Strategy content HRM context HRM content The warwick model takes cognizance of business strategy and HR practices, the external and internal context, in which these activities takes place, and the process by which such changes takes place, including interactions between changes in both context and content.
The strength of the model is that it identifies and classifies important environmental influences on HRM. It maps the connection between the external and environmental factors and explores how HRM adapts to changes in the context.