HRM Models - Syndicate 3

8/7/2019 HRM Models - Syndicate 3

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SYNDICATE 3SYNDICATE 3

Ayaesha Pagdiwalla (H-17025) ² Team Leader

Avijit Sharma (H-17024)Barkha Jhingan (H-17026)

Chaitanya RaiTuli (H-17028)

Farhad Shroff (H-17031)

Gaganjit Singh (H-17032)

Garima Bedi (H-17033)

Garv Arora (H-17034)

HUMANHUMAN RESOURCERESOURCEMANAGEMENTMANAGEMENT



COMPETITIVE ADVANTAGE MODELCOMPETITIVE ADVANTAGE MODEL

SUMMARY

y The Competitive Advantage Model deals with gaining a

sustainable competitive advantage over the organizations

rivals. This can be either done by lowering prices of

products or providing benefits or specialized services in

accordance to the price demanded.y With the help of this model, an organization develops

characteristics that allow it to outperform its rival

competitors in a specific market.

y

Vital attributes of an organization needed to providesustainable Competitive Advantage are VALUE, RARENESS,

IMITIBALITY and ORGANIZATION.



MANAGERIAL IMPLICATIONSMANAGERIAL IMPLICATIONS

1. This model nurtures organization specific skillsby building HR Competencies.

2. Implementing a Human Resource System

3. Infuses Team Work

4. Enforces strong sense of competition



EE--BUSINESS MODEL OF HRMBUSINESS MODEL OF HRMSUMMARY

y E-business in the 21st Century has become the main focusof all organizations.

y When an organization decides to adopt an E-Businessmodel, they tend to face certain challenges like frequentlychanging technology, maintaining integration of suppliers,

distributors, customers etc.y e-HRM is a way of implementing HR strategies, policies

and practices in organizations through a conscious anddirected support with the full use of web technology.

A

DV

A

N

T

A

G

ES

� Accessible in a web browser

� Security of Data� User friendly interface

� Multi Language Support

� Adaptability to any client

� Decisive step towards a paperless office

� Lower business costs.

� Connectivity with the client·s existing information system (payrollaccounting, attendance etc.)



SIX PRINCIPLES OF ESIX PRINCIPLES OF E--BUSINESSBUSINESS

1. Attain autonomy with accountability

2. Forge common purpose

3. Achieve contextual clarity

4. Promote personal growth

5. Develop mutual support

6. Provide commensurate results



MANAGERIAL IMPLICATIONMANAGERIAL IMPLICATION

y This e-HRM business solution is designed for humanresource professionals and executive managers who needto support to manage the workforce, monitor changesand gather the information needed in decision making.

y It also helps keep track of relevant information of theorganization.

y Companies using this e-business model in the present day

and age: Dow Chemicals

ABN-AMRO

Ford Motor Company

IBM



MODEL FOR DYNAMICMODEL FOR DYNAMIC

ORGANISATIONORGANISATIONy HR Policies and Practices of Stable Organizations differ

from those in Dynamic Organizations.

y 5 Experts Richard Shafer, Lee Dyer, Janine Kilty, Jaffrey

Amos & G A Ericksen formulated the critical issues in HR

in Dynamic Organizations:- Even in the most dynamic environment, not everything can be

emergent

Organizational agility doesn·t just happen, it has to be deliberately

pursued.

Guiding Models facilitate the formation of an agility oriented HumanResource Strategy.

A limited number of integrated or synergistic HR initiatives define

an agility oriented HR Strategy.

Key HR initiatives guides the choice of HR Programs & Practices.




y To bring certainty in an uncertainenvironment.

y This practice helps in bringing out valuableresults for both the employees and the

organization.

y Success is facilitated from the Quality of the

work rather than Quantity.



MODEL FOR BUSINESS HRMMODEL FOR BUSINESS HRM

ALLIGNMENTALLIGNMENT

y Organizational Effectiveness begins with the

alignment of HR and Business Objectives.

y HR Alignment focuses on aligning HR

Processes, Talent, Jobs, Culture and KeyBusiness Objectives.

y HR Alignment include the following factors:

Assessing HR Alignment Architecting HR Process Alignment

Building HR Alignment




� It helps in illustrating different routes an organization can

use to achieve alignment between Business plan and H.R.MAlignment plan.

� Human Resources managers should analyze all the related

aspects such as the operating culture, technology, the typeof workforce and the nature of business strategy while

embracing a particular approach.

� None of them can be straight jacketed into a situation of an organization. In that case a combination of approaches

or an approach with necessary modification is required.



PEOPLE SIDE OF KAIZENPEOPLE SIDE OF KAIZENy A long lasting Japanese Strategy to bring

continuous improvement in an organization.

TOP MANAGEMENT

MIDDLE

MANAGEMENT

SUPERVISORS

WORKERS

INNOVATE

� Establishing policies and goals.

� Building systems, procedures andstructures favorable to Kaizen.

IMPLEMENTING� Deploying Kaizen goals.

� Using Kaizen in functional capabilities.� Establishing and upgrading standards.

MAINTAIN

� Guiding and disciplining workers.� Improving communication and

sustaining high morale amongst

workers.

PERFORM

� Engage in self development

� Enhance skills to better their jobperformance




y Managers with the help of Kaizen model can empower

employees to perform to their optimum.y With the help of the Kaizen model, managers in an

organization can save:

Time

Cost

Continuous improvement in productivity

MAIN FUNCTIONS REQUIRED TO IMPLEMENT THIS STRATEGY :

1. Team Building

2. Employee Participation

3. Empowerment

4. Team Reward System

5. Quality Training

6. Employee Communication



BIBLIOGRAPHYBIBLIOGRAPHY

y Book Kandula S.R.(2009), Human Resource Management in

Practice. PHI Learning Private Limited, New Delhi

y WebsiteVenkateswaran, N. (2007, April 12). Faculty Column: E-HRM.

Retrieved January 14, 2011, from IndianMBAWebsite:http://indianmba.com

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HRM Models - Syndicate 3