Boxall And Boxall's Bath People And Performance Model

1310 Words 6 Pages
Critical issue
Purcell et al’s Bath People and Performance Model(2003, cited by Wilton, 2013, in Parkinson&McBain, 2014:107) suggest that HR practices are the building blocks of good performance, driven by line manager’s activities and behaviours, in adopting and executing HR practices(figure 5).

Central to this model is Boxall’s and Purcell’s Ability-Motivation-Opportunity concept(2003, cited by Wilton, 2013, in Parkinson&McBain, 2014:105), which is a useful tool to diagnose under-performance and identifying points at which HRM can intervene to improve performance.

Ability
Consultants lack the required skills to deliver on the company’s product portfolio, impacting their ability to be staffed to innovation projects. L&D activities are
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Individual
It will develop line manager’s capabilities, by instilling confidence and the knowledge required to support employees with their development.

Acquiring new skills has several benefits for consultants, including enhanced employability and greater business value. Additionally, being skilled in new technologies will increase the earning potential of consultants as projects can be staffed locally and not through offshoring centres. This will contribute to their utilisation metric which is part of their performance objective.

Organisational
L&D will align the organization's workforce to the strategy of the company, by improving the quality of the workforce to ensure that the organisation is geared to implement the company’s new portfolio. Consultants will possess the correct skillset to deliver on the company’s strategy.

It will contribute to employee retention and improved cost efficiency as the company can use the existing workforce to service projects, limiting reliance on external recruitment and third-party outsourcing for
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It will improve the organization's standing with employees and be viewed as recognition of their value and provide consultants with a sense of relevance. It will also develop their belief of the organisation’s commitment to people and improve job security. A positive psychological contract will contribute to increased employee engagement (Wilton, 2013, cited in Parkinson&McBain,

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