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68 Cards in this Set
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- Back
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Harvard Model (6 Steps) Beer et al |
1. Situational Factors 2. Stakeholder interests 3. HR Policies 4. HR Outcomes 5. Long Term Outcomes / Concequenses 6. Feedback Loop |
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Guest Model (6 Steps) |
1. A HR Strategy 2. HR Policies/Procedures 3. HR Outcomes 4. Behavioural Outcomes 5. Performance Outcomes 6. Financial Outcomes |
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Harvard Model Strengths/Weaknesses |
Strengths - classification of inputs and outputs at Organisation, Societal and Individual levels Weaknesses - lack of theoretical basis for measuring relationship between HR policies and performance outcomes |
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Guest Model Strengths / Weaknesses |
Strengths - clearly maps out HRM and links inputs and outputs (measurable) Weaknesses - an explicit link between HRM and performance outcomes - raises issues of performance indicators |
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Harvard Model - HR Outcomes Beer et al |
Commitment, Congruence, Competence, Cost-effectiveness |
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Guest Model - HR Outcomes |
Commitment, Quality, Flexibility |
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Harvard Model - Policy choices |
Micro HRM - selection, appraisal, training |
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Guest Model - Policy choices |
Micro HRM - selection, appraisal, training Job design Reward |
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SHRM - Strategic HRM |
Designing and implementing HR policies and procedures that enable the organisation to achieve its strategic objectives - Bratton and Gold |
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Business Strategy (Porters) |
HR practices aligned with strategic goals 1. Differentiation 2. Cost 3. Focus |
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Linking Strategy to HRM |
Vertical - consistency, fit and mutual support of HRM policies across the organisation Horizontal - alignment of HR strategies with business strategy |
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Best Fit |
Adapting HR policies to the business strategy and elements of the wider external environment - Harvard Model - No one size fits all |
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Best Practice |
firms will be better off if they identify and adopt the best practices in the way the organise and manage their people |
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Best Fit Models |
Harvard Model |
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Best Practice Models |
Pfeffer's elements of Best Practice (6) Boxall & Purcell SHRM Models (3) |
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Boxall & Purcell SHRM models (3) |
High Commitment Management System (HCM) High Involvement Work Systems (HIWS) High Performance Work Systems (HPWS) |
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Pfeffer's Elements of Best Practice (6) |
1. Employment Security 2. Sophisticated Recruitment/Selection 3. Extensive Training 4. High Pay linked to Performance 5. Team Working and Decentralisation 6. Communication, consultation and involvement of people |
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Best Fit and Best Practice which is better? |
One size does not fit all Boxall and Purcell suggest best fit is superior, however recommend a mix of both |
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Best Fit and Best Practice How do they contribute to the understanding of SHRM |
Provide the framework in which to align HR policies with an organisations strategic objectives |
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Fit |
How internal HR policies fit with external business strategy |
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External Elements of SHRM |
Porters Elements 1. Differentiation 2. Cost 3. Focus Pfeffer's Elements (6) 1. Employment Security 2. Sophisticated Recruitment/Selection 3. Extensive Training 4. High Wages linked to performance 5. Team Working and decentralisation 6. Communication, consultation and involvement of people |
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Internal/External Fit Matching Model elements (3) (Bratton & Gold) |
Intergration of external business strategy with internal HR policy 1. Link policy with strategic business objectives 2. Line Managers internalise importance of HR 3. Integration of workforce to foster commitment of strategic goals |
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Cluster of HR Practices (Purcell et al) |
a carrier of which dominant values are expressed and enacted, and through their outputs, an expression of deep rooted values |
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HR practices aimed at individual employees (4) Culture |
1. Selection - personality and competency based tests 2. Socialisation - formal and informal learning of culture (symbols, language etc) 3. Reward Practices - reinforces desired cultural change 4. Training - formal and informal - to reinvigorate cultural change |
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Lewin's 3 stage model of planned change |
1. Unfreezing 2. Changing 3. Refreezing |
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3 Stage Model of Culture Change |
1. Leadership processes that create motivation to change behaviour 2. Re-framing social networks, symbols and meanings 3. Integration of new culture changes and HR policies to enforce change |
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HRP - Human Resource Planning definition |
provides the foundation for establishing an effective HR program for the coordination of all HR functions |
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Objective of HRP |
Translates the organisations objectives into HR plans to ensures that they have the right people in the right place at the right time for the right cost |
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HRP processes |
1. Demand Forecasting 2. Supply Forecasting 3. Balancing Supply and Demand |
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HRP - Benefits (3) |
1. Better match between employee and organisational objectives 2. Timely skills and staffing requirements 3. Increased productivity and profitability |
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HRP - Weaknesses (4) |
1. Costly 2. Timely 3. Difficult & Complex 4. Inadequate Support |
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Organisational Effectiveness |
How the firm organise their staff and manage their Human Capital effectively to achieve organisational objectives |
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Talent Attraction and Selection considerations (6) Nankervis |
1. Organisational Direction 2. Culture 3. Job competencies 4. Internal or External selection 5. Situational factors - labour market 6. Diversity of Workforce |
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Internal Selection |
Promotion and transfer of internal staff above entry level to fill vacancies |
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Internal Selection - Benefits (5) |
1. Capitalise on costs of recruitment and training 2. Knowledge of skills and capabilities of employee 3. Loyalty and commitment 4. Sends positive message of reward to other employees 5. Rewards positive behaviour |
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Internal Selection - Limitations (5) |
1.Role may require competencies and skills not found within the organisation 2. Can cause stagnation of ideas 3. Infighting and discontent among those not promoted 4. Effective appraisal program required 5. Old culture maintained |
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Internal Selection Methods |
HRISM - Human Resource Information Management System - tracks career paths, performance, training Intranet, email, notice boards |
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External Selection - Benefits (5) |
1. New ideas and knowledge 2. Can implement culture changes quickly 3. Bring competencies not currently in the organisation 4. Brings diversity into the workplace 5. Forces insiders to keep their skills up to date |
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External Selection - Limitations (5) |
1. Costly 2. Outsiders may not fit culture 3. Longer orientation period necessary 4. Evaluation of past work more difficult 5. Morale of those passed over declines |
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External Selection - Methods (5) |
1. Advertisements 2. Educational Institutions 3. Employee Referral Programs 4. Recruitment Agency 5. Executive Leasing and Contracting |
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HRD - Human Resource Development Definition - Nankervis et al |
The combined use of learning and interpersonal strategies within an organisation to accomplish high levels of individual and organisational effectiveness |
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Training - definition |
Short term formal and informal methods of transferring basic knowledge into skills |
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Development - definition |
Longer term methods focused on employees gaining complex and deeper competancies |
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Strategic Learning and Development (4) SHRD |
1. Needs Analysis (3)
2. Program Objectives (2) 3. Delivery of Training (2) 4. Evaluation (2) |
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SHRD - Needs Analysis (3) |
1. Organisational Analysis - Macro 2. Task Analysis - Micro 3. Person Analysis - gaps between actual and desired performance |
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SHRD - Program Objectives (2) |
1. Behavioural Based Objectives 2. Performance Based Objectives |
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SHRD - Delivery of Training (2) |
1. Preparing instructional plans and resources 2. Selection of appropriate environment or venue |
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SHRD - Evaluation (2) |
1. ROI - increased productivity & sales, decreased costs & waste 2. Cost Benefit Consideration - greatest when HRD programs are clearly defined, suitable techniques are used and employee motivation is high |
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Challenges of Human Capital Supply and Demand (3) |
1. Globalisation 2. Ageing population 3. Economic recession/turbulance |
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Types of Learning (5) |
1. On-the-job learning 2. Off-the-job learning 3. Developing leaders - workshops, uni 4. Mentoring 5. Technology based Learning |
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Developing Career Development Programs (2) |
1. Determine individual and organisational needs 2. Gauge Employee Potential |
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Career Development Motivations Individual (2) and Organisational (2) |
Individual 1. Competition for promotion 2. Commitment and Loyalty Organisational 1. Rightsizing and Restructuring 2. Constant innovation and technology |
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Performance Management (3) |
1. To enhance employee motivation and productivity 2. To support the achievement of organisations strategic goals 3. To facilitate strategic panning and goals |
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Performance Management System definition |
Formal, structured process used to evaluate and influence employee's job related attitudes, behaviours and performance results |
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Performance Management System Key Elements |
1. Performance Review 2. Employee Counselling 3. Employee Discipline 4. Absence Management 5. Termination |
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Performance Review Methods (2) |
1. Behavioural Based Methods 2. Results Based Methods |
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Performance Review Behavioural Methods (4) |
1. Peer Review 2. Self Review 3. Upward Review 4. 360 degree Feedback |
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Performance Review Results Methods (3) |
1. Management by Objectives 2. Goal Setting (SMART) 3. Balanced Scorecard |
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SMART |
S - Specific M - Measuarable A - Attainable R - Relevent T - Time Bound |
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Reward - definition Nankervis et al |
Anything tangible or intangible that the employer offers its employees in exchange for their potential or actual work, and to which the employee attaches positive value as a satisfied of self-defined needs Nankervis |
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Reward Management - Importance |
1. Improves workforce and organisation performance 2. Must be meaningful to influence how employees think, feel, behave 3. Reward is meaningless to employers unless t produces results |
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Total Rewards Management Extrinsic (3) Intrinsic (4) Shields |
Extrinsic 1. Financial Rewards / Remuneration 2. Social Rewards 3. Development Rewards Intrinsic 1. Job Challange 2. Responsibility 3. Autonomy 4. Task Variety |
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Performance Related Rewards Definition |
Rewards given for past performance to reinforce or enhance future performance |
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Performance Related Rewards - Benefits |
Incentives can exert a positive influence on behaviour and performance and make a contribution to job satisfaction and motivation |
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Process Theories on Work Motivation |
1. Agency Theory 2. Reinforcement Theory 3. Goal Setting Theory 4. Equity Theory |
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Performance Related Rewards - Limitations Kohn (6) |
Kohn - based on inaccurate psychological assumptions 1. Undermines intrinsic interest in the job 2. Motivates people to only pursue the reward 3. Rewards punish (manipulation) 4. Rupture cooperative teamwork 5. Ignores underlying reasons for work problems 6. Discourages risk taking |
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Effectiveness of Rewards (4) |
1. The mode of Application 2. How the pay-performance linkage is configured 3. How it is communicated and received 4. How appropriate it is in the organisational context |
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Designing Reward System (3) |
1. Prepare a statement of reward philosophy and strategy 2. Determine Total Reward Mix 3. Targeting pay levels, ensuring a strategic fit |
