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Week 2: Approaches to HRM (Hard HRM (Focuses on (Performance Management,…
Week 2: Approaches to HRM
HRM
Human Resource Management is the practice of recruiting, selecting, deploying and managing an employee.
SHRM
Strategic HRM aligns the business goals to HR practices to foster innovation, motivation, productivity and overall performance
Hard HRM
Theory X Model
Matching Model
Heightened supervision, rewards and supervisors are directly involved and control.
Task focused and treats employees as a resource
Focuses on
Performance Management
Business strategy
Cost Control
Hiring and Firing
Soft HRM
Theory Y Model
Harvard Model
Job satisfaction as a motivating tool and encourages workers to approaches tasks without direct contribution.
Work autonomously
Supervisors take a hands off approach
Treats employees as the most important resource and a source of competitive advantage
Focuses on
Employee Needs
Training and Development
Commitment
Motivation
Flexibility
Resource Based View
Relies on Tangible and Intangible resources
Heterogeneous that must be immobile
Have VRIO attributes to become VRIO resources
Provides competitive advantage
VRIO
Value
Rarity
Imitability
Organisation
Strong HRM
Distinctiveness
Features that allow the HRM practice to stand to stand out in the work environment
Visibility
The degree to which these practices are readily observable
Understandability
A lack of ambiguity and ease of comprehension of HRM practice content
Legitimacy of authority
Whether the HRM function is perceived as a high-status, high credibility function and activity
Relevance
Whether HRM practices are defined in such a way that employees see these practices as relevant to a shared goal
Consistency
Is established when there is agreement amongst employees and managers
Agreement among principle HRM decision makers
Fairness of the HRM systems
Consensus
Establishing an effect over time whereby the effect occurs each time the entity is present, regardless of the form of interaction.
Instrumentality
Establishing an unambiguous perceived cause-effect occurs each time the entity is present, regardless of the form of interaction
Validity
HRM practices must display consistency between what they claim to do and what they do.
Consistency
Convey compatibility and stability in the signals sent by HRM practices
Univeralistic viewpoint
Best Practice
Convergence
Cost effective and fairly adopted
Divergence
Best fit