Guest Model

In: Business and Management

Submitted By Kook
Words 432
Pages 2
 A critical analysis of the model shows that it is deeply rooted in the human relations tradition.

 Employee influence is recognised through people motivation and the development of an organization culture based on mutual trust and team work.

 The factors above must be factored into the HR strategy which is premised on employee influences, HR flows, reward system etc.

 The outcomes from such a set up are soft in nature as they include high congruence, commitment, competencies etc.

 The achievement of the crucial HR outcomes has got an impact on long term consequences, increased productivity, organizational effectiveness which will in turn influence shareholder interests and situational factors hence making it a cycle.

 It is thus important to note that the Harvard model is premised on the belief that it is the organization’s human resources that give competitive advantage through treating them as assets and not costs.

The Michigan/Matching Model

 The Michigan model was propounded by Fombrun Tichy and Devanna (1984) at the Michigan Business School.

 They also named this model a matching model of HRM.

 Precisely, the matching aspect of this model demonstrates that the model is inclined towards the harder side of HRM.

 This is because the matching model emphaizes more on “tight fit” between the HR strategy and the buisness strategy.

 NB It demands that available human resources must be matched with jobs in the organization.

 The HR strategy must be highly calculative in terms of the quantity of the human resources required to achieve the objectives enshrined in the business strategy.

 Business strategy takes the central stage in this model hence human resources are taken like any other resource which must be fully utilised together with the other resoruces to achieve organizational objectives.

 (Evans and…...

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