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Harvard Model Hrm Essays

Harvard And Shrm Model Essay

Human resource management is a part of organization that is responsible for all of the employees in the organization. It is an essential part in the organization, because the way the HR manage the employees influences their behavior, which will also affect the organization success (Delaney & Huselid, 1996). However, most of today's organizations perceive employee as their "resource" (Blodget, 2013). While in fact, the employees are people, vital assets in the organization who need their very human needs provided by the organization itself (Nankervis & Ananthram, 2013). Therefore, in line with Brown, Metz, Cregan, and Kulik (2009) research, HR department is responsible to manage their employees as effective as possible by providing the right policies and practices that will meet employees' needs, thus contribute to the organization's performance and mission. This essay will analyze critically on how and why people are of value to organization based on the model, concepts, and assumptions of Harvard / SHRM model. Besides, it will also discuss how each model can contribute to company success through valuing and managing its employees.

Employees are the most valuable thing as they are the people who can add value to the organization through their performance, creativity, and also commitment (Druker, White, Hegewisch, & Mayne, 2010). Most of the organizations, such as IBM are having diverse employees in order to be globally innovative to suffer in the global market place. Identifying external and internal environment such as generation differences (Mountford, 2013), women in the workplace (Metz, 2011), and also the strategy of the organization itself (Boxall & Macky, 2007), will help HR manager to identify the most effective operational structure in providing the necessary support (Brown, Metz, Cregan, & Kulik, 2009). An assumption by Griffiths (1999) is that both younger and older worker has the same perceptions regarding their work life. However, this statement is argued by Mountford (2013) who stated that having different job designs or rewards are essential to retain the older worker (who has more experience, productivity, and loyalty), and also be competitive for the young worker (who is believed to have more creativity and higher skill). It is proven by a longitudinal study of 1775 Dutch workers that as the age increases, intrinsic values related to work (such as non-material aspects, work that allows self-expression, variety, and autonomoy) will also increases, while extrinsic values (such as material aspects of work including salary and promotion) are more likely to decrease (Murray & Syed, 2005). Thus, various HR policies and practices are needed based on the age-group. In addition...

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Critically Discuss The Various Existing Models Linking Organizational/ Business Strategy With Hrm Strategy

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SHRM - Competitive Edge in Managing People

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Human Resource Management - Approaches to casual workers

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The Internationalization of Human Resource Management - Printed

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Human Resources Management

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Human Resource Information Systems

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Human Resource Information Systems

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Case Analysis: RL Wolfe

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Triumphant in a Male-Dominated Society

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Hard and Soft Models of Human Resource Management Essay

1547 WordsJan 28th, 20127 Pages

Human resource management has frequently been described as a concept with two distinct forms: soft and hard. These are diametrically opposed along a number of dimensions, and they have been used by many commentators as devices to categorize approaches to managing people according to developmental-humanist or utilitarian-instrumentalist principles (Legge 1995 b).
The terms have gained some currency although, from a theoretical point of view, the underlying conflicts and tensions contained within the models have not been sufficiently explored and, from a practical perspective, available empirical evidence would suggest that neither model accurately represents what is happening within organizations (Storey 1992; Wood 1995). This leads us to…show more content…

Guest (1987) and Storey (1992) in their definitions of soft and hard models of HRM view the key distinction as being whether the emphasis is placed on the human or the resource. Soft HRM is associated with the human relations movement, the utilization of individual talents, and McGregor's (1960) Theory Y perspective on individuals (developmental humanism). This has been equated with the concept of a 'high commitment work system' (Walton 1985b), 'which is aimed at eliciting a commitment so that behaviour is primarily self-regulated rather than controlled by sanctions and pressures external to the individual and relations within the organization are based on high levels of trust' (Wood 1996: 41). Soft HRM is also associated with the goals of flexibility and adaptability (which themselves are problematic concepts, as we shall see in more detail later), and implies that communication plays a central role in management (Storey and Sisson 1993).
Hard HRM, on the other hand, stresses 'the quantitative, calculative and business-strategic aspects of managing the "headcount resource" in as "rational" a way as for any other factor of production', as associated with a utilitarian-instrumentalist approach (Storey 1992: 29; see also Legge 1995 b). Hard HRM focuses on the importance of 'strategic fit', where human resource policies and practices are closely linked to the strategic objectives of the organization (external fit), and are coherent among

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