Model of Hrm

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The Matching Model of HRM
One of the first explicit statements of the HRM concept was made by the Michigan School (Fombrun et al, 1984). They held that HR systems and the organization structure should be managed in a way that is congruent with organizational strategy (hence the name ‘matching model’). They further explained that there is a human resource cycle (an adaptation of which is illustrated in Figure 1.1), which consists of four generic processes or functions that are performed in all organizations. These are:

* Selection: Matching available human resources to jobs. * Appraisal: (performance management). * Rewards: The reward system is one of the most under-utilized and mishandled managerial tools for driving organizational performance. It must reward short- as well as long-term achievements, bearing in mind that business must perform in the present to succeed in the future. * Development: Developing high-quality employees.

The Harvard Framework

The other founding fathers of HRM were the Harvard school of Beer et al (1984) that developed what Boxall (1992) calls the ‘Harvard framework’. This framework is based on the belief that the problems of historical personnel management can only be solved:
When general managers develop a viewpoint of how they wish to see employees involved in and developed by the enterprise, and of what HRM policies and practices may achieve those goals. Without either a central philosophy or a strategic vision – which can be provided only by general managers – HRM is likely to remain a set of independent activities, each guided by its own practice tradition.

The Harvard school suggested that HRM had two characteristic features: 1. Line managers accept more responsibility for ensuring the alignment of competitive strategy and personnel policies. 2. Personnel has the mission of setting policies that govern how…...

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