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Hrm models

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Harvard Model
Michigan Model

Publicado en: Empresariales
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Hrm models

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  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 3
  4. 4. Harvard Model of HRM 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 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 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 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 8
  9. 9. Attract Employees organizatio sense of n benefits self-worth HRM KeepPolicies Employees economic employees well-being experience Develop Employees 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 * 10
  12. 12. Societal wellbeingLong-termconsequences (both Organizationalbenefits and costs) effectiveness & efficiencyof human resourcepolicies should beevaluated at threelevels Individual welfare 12
  14. 14. HR Policies Efficiency Price performance Organization short-termAdaptability al Goals/ results Survival service long-termperformance results 14
  15. 15. What are the societal costs of a strike or a layoff Physical health Psychological problems problems Community Local FederalAgencies Govt State 15
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  17. 17. MICHIGAN MODEL 17
  18. 18. Human Resource Development OrganizationalSelection Appraisal Effectiveness Rewards 18
  19. 19. Matching People to JobOrganizational Right PersonRequirements on Right job 19
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  23. 23. Rewards system/ Pay policy leads to Human development• Base Salary • Praise• Pay Incentives • Recognition• Employee • Time off BenefitsFinancial Non-financialReward Rewards 23
  24. 24. Opportunities• New Hired • Distribute Employees • To Learn to Achieve Skills Tasks Training Resources 24
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