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Harvard Analytical Framework For Human Resource Management

The document discusses several frameworks for analyzing the relationship between human resource management and organizational strategy. It summarizes models by Beer et al. that view HRM through stakeholders' interests and situational factors. It also outlines frameworks by Fombrun et al. linking political, economic and other forces to strategic HRM. Hendry and Pettigrew's model examines the links between strategic change, organizational context and HRM. Guest's theory relates HRM policies to employee and organizational outcomes. Storey maps different meanings of strategic HRM and provides a checklist of dimensions comparing personnel management to strategic HRM approaches. Miles and Snow's framework links prospector, analyzer and defender business strategies to differing HRM strategies around union density, skills and participation

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319 views

Harvard Analytical Framework For Human Resource Management

The document discusses several frameworks for analyzing the relationship between human resource management and organizational strategy. It summarizes models by Beer et al. that view HRM through stakeholders' interests and situational factors. It also outlines frameworks by Fombrun et al. linking political, economic and other forces to strategic HRM. Hendry and Pettigrew's model examines the links between strategic change, organizational context and HRM. Guest's theory relates HRM policies to employee and organizational outcomes. Storey maps different meanings of strategic HRM and provides a checklist of dimensions comparing personnel management to strategic HRM approaches. Miles and Snow's framework links prospector, analyzer and defender business strategies to differing HRM strategies around union density, skills and participation

Uploaded by

alshe261
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
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Harvard Analytical Framework for Human Resource Management

Stake holder Interests Shareholders Management Employee Groups Government Community Unions

Situational Factors Workforce characteristics Business Strategy and conditions Management philosophy Labour Market Unions Task Technology Law and societal values

HRM policy choices Employee influence Human resource flow Rewards systems Work Systems

HR outcomes Commitment Compliance Congruence Cost effectiveness

Long-Term Consequences Individual well-being Organisational effectiveness Societal wellbeing

Source: Beer et al (1984)

The Human Resource Cycle: Rewards

Selection

Performance

Appraisal

Training

Source: Fombrun et al (1984)

Strategic Human Resource Management and Environmental Pressures

Political forces Economic forces Mission and strategy Firm Organisational structure Human resource management Cultural forces

Source: Fombrun et al (1984)

The Warwick model of Strategic Change and Human Resource Management


Socioeconomic Technological Political-legal Competitive Inner context Culture Structure Politics/leadership Task-technology Business outputs Business strategy content Objectives Product-market Strategy & tactics HRM context HR flows Work systems Reward systems Employee relations HRM content Role Definition Organisation HR outputs

Source: Hendry and Pettigrew (1992)

Guests Theory of SHRM


HRM Policies
Organisational design Management of change Recruitment selection socialisation Appraisal training development Reward systems Strategic Integration Commitment

Human Resource Outcomes

Orgnisational Outcomes
High Job performance High Problem-solving Change Innovation

Flexibility Quality

High Cost Effectiveness Low Turnover Absence Grievances

Leadership/ Culture/Strategy

Source: Adapted from Guest (1989)

Storeys Model of mapping the various meanings of SHRM

STRONG

A distinctive approach to labour management I Strategic interventions designed to elicit secure full commitment and to develop resourceful humans Integrated with business strategy II Strategic Interventions designed to utilisation of labour resources Employees are viewed as a cost to be minimised

SOFT
Internal integration Emphasis on individualism, with an an awareness of the benefits of collectivism in certain areas

HARD

Just another term for personnel Inherently anti trade union

WEAK

Source:Storey(1992)

Storeys Twenty Five Point Checklist Dimension Personnel and IR Beliefs and assumptions 1.Contract 2.Rules 3.Guide to management action 4.Behavioural referent 5.Managerial task vis-a-vis labour 6.Nature of relations 7.Conflict 8.Standardisation 9. Initiatives 10.Key relations 11.Corporate plan 12.Speed of decisions 13.Management role leadership 14.Key managers 15. Prized management skills 16. Attention on interventions 17.Selection 18.Pay 19.Conditions 20.Labour-management 21.Relations with stewards 22.Communication 23.Job design 24.Conflict handling 25.Training and development Careful delineation of written Aim to go beyond contract Contracts Importance of devising clear rules Can do outlook: Procedures / consistency control Business need/ flexibility commitment Norms / customs and practice Values/mission Monitoring Nurturing Pluralist Unitrist Institutionalised De-emphasised High (parity an issue) Low (parity not an issue) Strategic aspects Piecemeal Labour-management Marginal to Slow Line-management Transactional Personnel/IR specialists Negotiation Key levers Personnel procedures Separate, marginal task Job evaluation Separately Negotiated Collective bargaining Regularised, through Training and facilities Restricted flow/indirect Division of labour Reach temporary truces Controlled access to courses Integrated Business-customer Central to Fast Transformational Line Managers Facilitation Cultural,structuraland HR strategies Integrated, key skill PRP Harmonisation Individual contracts Marganilised Increased flow/ direction Teamworking Manage climate and culture Learning companies SHRM

Source: Storey (1995)

Figure 4 The Characteristics of Miles and Snows Strategic Types

Business Strategy Type


Defender strategy emphasises

Characteristics of Business Strategy Dominant Objectives Preferred Strategy


Specialisation, costefficient production, marketing price and service to defend current business, tendency to vertical integration.

Desired for a secure and stable niche.

Prospector strategy Location and exploitation of new product and market development. opportunities. monitoring of changes. Analyser strategy Desired to match new ventures to present shape of business.

Growth through product and market Constant market Multiple technologies. Steadygrowth through market penetration. Exploitationof applied research. Followers in the market.

Figure 5 Business Strategies and their Linkage to Human Resource Strategies

HRM Strategy
Prospector
Union Density Skills Requirements Level of Supervision Amount of Employee Participation Low High Low High

Business Strategy
Analyser
Moderate Moderate Moderate Moderate

Defender
High Low High Low

Source: Miles and Snow (1978)

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