The Human Resource Management

model contains all Human Resource

activities.

When these activities are discharged

effectively, they will result in a competent

and willing workforce who will help

realize organizational goals.

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Harvard Model of HRM

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STACK HOLDERS

customercompeti

tor

Employees

Creditors

Board of

Directors

Shareholder

Investment Analysis & Financial

Community

Media

General Public

Industry

Experts

Venders

Government

Strategic

Partner

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Employee Influence

• Authority

• Responsibility

• Power

Reward

• Pay systems

• Incentives

• Motivation

HR Flow

• Recruitment, Selection

• Placement, Promotion

• Assessment, Appraisal

• Termination

Work System

• Design of work

• Alignment of people

HUMAN RESOURCE

POLICY AREAS

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• psychological attachment

Commitment

• Ability to do job Properly

Competence

• similarity between objects/individuals

Congruence

• Wage

• Turnover

• Benefits

• Absenteeism

• Strikes

Cost Effectiveness

HR OUTCOMES

4 C’S

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COMMITMENT

Turnover Absents Grievances

Dignity

Identity

Loyalty

Societal spin-off

Better performance

Enhanced self worth

Psychological involvement

How workers feel about their jobs

To what extent ?

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HRM

Policies

Attract

Employees

Keep

Employees

Develop

Employees

organization

benefits

employees

'experience

sense of

self-worth

economic

well-being

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Level of congruence in HRM policies

*• Management and employees

*• Employee groups

*• Organization and the community

*• Employees and their families

*• Individual

Congruence means

similarity between

objects/individuals

Lacking of Congruence

leads to –

Low level of

Trust

Common purpose

High costs in terms of

Money

Time

Energy

Stress

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STRIKES

WAGES

BENEFITS

TURNOVER

ABSENTEEISM

INDIVIDUAL

ORGANIZATION

SOCIETY

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Societal wellbeing

Organizationaleffectiveness &

efficiency

Individual welfare

Long-term

consequences (both

benefits and costs)

of human resource

policies should be

evaluated at three

levels

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PYSCHOLOGICAL

PHYSIOLOGICAL

ECONOMICAL

Organization

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HR Policies

long-term

results

service

performance

Adaptability

Efficiency

short-term

results

Price

performance

Organization

al Goals/

Survival

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What are the societal costs of a strike or a layoff

Psychological

problems

Physical health

problems

Community

Local

AgenciesState

Federal

Govt

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MICHIGAN MODEL

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Selection

Rewards

Appraisal

Human

Resource

Development

Organizational

Effectiveness

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Organizational Requirements

Matching People to Job

Right Person on Right job

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• Base Salary

• Pay Incentives

• Employee Benefits

Financial Reward

• Praise

• Recognition

• Time off

Non-financial Rewards

Rewards system/ Pay policy leads to Human development

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• New Hired Employees

Training

• To Learn Skills

Opportunities• Distribute

to Achieve Tasks

Resources

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Any Queries???

Any Question???

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