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Hrm models

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Harvard Model
Michigan Model

Publié dans : Business
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Hrm models

  1. 1. 1babar.fazi@gmail.com
  2. 2. babar.fazi@gmail.com 2
  3. 3. Developed By QUIN BEER LAWRENCE SPECTER WALTAN MILLS HARVARD SCHOOL 1984 Strategic map to guide all managers in their relations withemployees and concentrates on the human or soft aspect of HRM WOOD 1995 Strives at employee commitment not control babar.fazi@gmail.com 3
  4. 4. Harvard Model of HRM babar.fazi@gmail.com 4
  5. 5. customer Strategic competi Partner tor Govern Employ ment eesVenders Creditors STACK HOLDERS Industry Board Experts of Directors General Shareh Public Investment older Analysis & Media Financial Community babar.fazi@gmail.com 5
  6. 6. Employee Influence Reward• Authority • Pay systems• Responsibility • Incentives• Power • Motivation HUMAN RESOURCE POLICY AREASHR Flow Work System• Recruitment, Selection • Design of work• Placement, Promotion • Alignment of people• Assessment, Appraisal• Termination babar.fazi@gmail.com 6
  7. 7. • psychological attachment HR OUTCOMES 4 C’S Commitment• similarity between • Wage • Ability to do job objects/individuals • Turnover Properly • Benefits • Absenteeism • Strikes Cost CompetenceCongruence Effectiveness babar.fazi@gmail.com 7
  8. 8. How workers feel about their jobs DignityTo what extent ? Identity LoyaltyCOMMITMENT Societal spin-off Better performance Enhanced self worth Psychological involvement Turnover Absents Grievances babar.fazi@gmail.com 8
  9. 9. Attract Employees organizatio sense of n benefits self-worth HRM KeepPolicies Employees economic employees well-being experience Develop Employees babar.fazi@gmail.com 9
  10. 10. Congruence meanssimilarity between Level of congruence in HRM policiesobjects/individuals • Management and employeesLacking of Congruence *leads to –Low level of • Employee groups *  Trust Common purpose • Organization and the community *High costs in terms of Money • Employees and their families Time * Energy Stress • Individual * babar.fazi@gmail.com 10
  12. 12. Societal wellbeingLong-termconsequences (both Organizationalbenefits and costs) effectiveness & efficiencyof human resourcepolicies should beevaluated at threelevels Individual welfare babar.fazi@gmail.com 12
  13. 13. PYSCHOLOGICAL PHYSIOLOGICAL ECONOMICALOrganization babar.fazi@gmail.com 13
  14. 14. HR Policies Efficiency Price performance Organization short-termAdaptability al Goals/ results Survival service long-termperformance results babar.fazi@gmail.com 14
  15. 15. What are the societal costs of a strike or a layoff Physical health Psychological problems problems Community Local FederalAgencies Govt State babar.fazi@gmail.com 15
  16. 16. babar.fazi@gmail.com 16
  17. 17. MICHIGAN MODEL babar.fazi@gmail.com 17
  18. 18. Human Resource Development OrganizationalSelection Appraisal Effectiveness Rewards babar.fazi@gmail.com 18
  19. 19. Matching People to JobOrganizational Right PersonRequirements on Right job babar.fazi@gmail.com 19
  20. 20. babar.fazi@gmail.com 20
  21. 21. babar.fazi@gmail.com 21
  22. 22. babar.fazi@gmail.com 22
  23. 23. Rewards system/ Pay policy leads to Human development• Base Salary • Praise• Pay Incentives • Recognition• Employee • Time off BenefitsFinancial Non-financialReward Rewards babar.fazi@gmail.com 23
  24. 24. Opportunities• New Hired • Distribute Employees • To Learn to Achieve Skills Tasks Training Resources babar.fazi@gmail.com 24
  25. 25. babar.fazi@gmail.com 25