Models of HRM

Harvard Model
 Kichael Beerd and Richard Walton developed this model. In their book titled 'Manage
Human Assets' published in 1984, they wanted to show the influence of environment
HR practices. This model argues that HR policies are influenced by two considerations:
a) Situational factor (labor market conditions, social values, business state technologies
and management philosophies).
b) Stakeholders interest (Management, employees and government agencies.)
 This model classifies HRM policies and practices into four themes such as:
a) HR flow
b) Reward system
c) Employee influence
d) Work systems
 Harvard Model

 The above HR practices centered on four C are as follows:

1. Commitment. It will enable employee performance and loyalty to his
work and also increase self-respect of the individual.
2. Competency. The human resource of an organization should have
required competency.
3. Cost effectiveness. Evaluate HR practices in terms of wages, benefits,
turnover, and absenteeism, etc.
4. Congruence. These must be congruence among various HR
practices. There must be a good fit between HRM practices and
policies, which must have a goal to attain employee commitment,
competency development, and coherence among themselves and
embrace cost effective method.
Michigan Model of HRM

 This model can offer a solution to attain the objectives of the

organization in order to satisfy the stakeholders. The model considers
that employees are resources like other business resources. They must be
obtained as cheaply as possible and develop and exploit as much as
possible. This model stresses the crucial importance of the close
interaction of HR policies and system with business strategy. The main
features of this model are:
 Focuses on individual and organizational parlance;
 Based on strategic control and organizational system to manage
people;
 Concentrates on managing human assets to attain strategic goals;
 Contributes to individual parlance.
 10 C Model of HRM

 Alan Price is the architect of this model who presented it in his book titled
Human Resource Management in a Business Context, published in 1997.
 Ten C model bas been regarded as a practical and comprehensive model of
HRM which takes care of all aspects of a Sound HRM program in an
organization.
 Alan Price 10 C model is measurable at the organizational level and success of
the model lies in the tension and balance between the ten Cs.
 These principles are particularly useful for HR practitioners to determine how
HR Models of HRM.
 10 C Model of HRM strategic management affects three separate stakeholders:
individual employees, . organization and society.
10 C Model of HRM

Comprehensiveness. The HRM Communication. The objectives of

strategy of an organization must Credibility. The HR practices must organization and that of HRM must
be understood and accepted by all
include all the aspects oh people build trust between staff and top
employees. The operating culture in
management, typically starting management and encourage
organization must encourage
from recruitment to post separation employees' belief in HRM strategies. openness and be free from all
programs barriers.

Cost effectiveness. Budgets for HR departments often are

insufficient to support all the necessary HR activities,
especially in areas such as recruiting, training and
Creativity. The competitive
development and employee relations. HR is not a revenue-
advantage of the company must
generating department, which is one reason budgets for HR
stem from its unique HR strategies.
departments might be the first cut. HR typically is held to a
higher standard for illustrating return on investment in its
activities.
 10 C Model of HRM
• HRM activities and initiatives must form a meaningful whole.
Coherence

• HRM policies and practices must ensure that performance of HR is consistent with business objectives.
Control

• Competence is a principle that supports business development. It is also & factor in employees' job satisfaction
and how the organization affects society Successful businesses rely on competent workers who understand
Competency their employers performance expectations

• Continuous improvement and development are essential for survival.

Change

• Job security acknowledges the intrinsic need that employees have demonstrate their commitment to the
business and their job duties. HR management fulfills that need through ensuring staffing levels are consistent
Commitment with the business ne and that employees can reasonably expect they can be long-term employees.
 Toyota Model of HRM
 Toyota is known as a leading automobile manufacturing company of the world. It maintains a high
profile in its HRM policy and practice. Its HRM framework consists of few important goals.
 a) The goal of organizational integration The goal of individual and team must be integrated.
Individual and team will subordinate to the organizational goal. More emphasis is given to employee
welfare.
 b) The goal of commitment Toyota gives more value to loyalty and employee commitment. It takes
measure such as Quality Circle and Employee Involvement in order to gain employee commitment.
 c) Goal of flexibility and adaptability Team authority is preferred to individual authority in order to
realize flexibility in organization. Teams are task-oriented. And teams can be terminated and
restructured according to the situation. Adaptability goal is achieved through multi-skilling and job-
rotation.
 d) The Goal of Quality Self peer, and team surveillance techniques are used to ensure the quality of a
product. Toyota has pursued different employment practices such as to ensure quality of the product,
continuous improvement, single-status facilities, daily team briefings, temporary contract, and
performance pay, single union, cross-training and collective decision.
 According to this Model, a sound HRM strategy should have a super -ordinate goal- linked to the
organizational goal. The super-ordinate goal is the common goal that is essential to the organization's
survival. And this goal must be rendered to core HRM practices.
Competitive Advantage Model of
HRM
 Competitive Advantage Model of HRM tis highly believed that human resource function has the
capability to strengthen firm's competitive advantage over the rival firm and have a strategic
role in this process. This model presents three elements of HRM that provide sustainable
competitive advantage to the firm, The three elements are as follows:
 a) Sustainable competitive advantage generates from skills.
 b) It comes from teams more than from individuals. The team creates a synergistic strengthen a
effect.
 c) It stems from HRM Systems more than single HRM practices.
 The model suggests that HR Manager must acquire knowledge in the area such as:
 a) Value of people in the firm and their role in competitive advantage.
 b) Economic consequences of the HR practices in a firm.
 c) Competitive attributes of HR and practices in a firm with its competitors.
 d) The roles of the HR function in building organizational capacity for the future.