Models Hrm,Hrm practices framework,structure,deta

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Models of hrmComplete framework of hrm practicesGuidelines

Transcript of Models Hrm,Hrm practices framework,structure,deta

Fombrun, Tichy & Devanna

Human Resource Management: Text and CasesSharon Pande and Swapnalekha Basak1Ignores stakeholder interests, situational factors and notion of strategic choice.Expresses the coherence of internal HR policies and the importance of matching them to external business strategy.Fombrun, Tichy & DevannaHuman Resource Management: Text and CasesSharon Pande and Swapnalekha Basak2Situational factorsStakeholder interestsHRM policy choicesHR outcomesLong-term consequencescase study : Kingfisher Airlines2012HarvardHuman Resource Management: Text and CasesSharon Pande and Swapnalekha Basak6Harvard

Human Resource Management: Text and CasesSharon Pande and Swapnalekha Basak7Reflects view that a core set of integrated HRM practices can achieve superior individual and organizational performance.HRM differs from personnel management.GuestHuman Resource Management: Text and CasesSharon Pande and Swapnalekha Basak9Guest

google

wiproBig BazaarHuman Resource Management: Text and CasesSharon Pande and Swapnalekha Basak10Ole Extends the Harvard framework.Maps the connections between the outer and inner contexts and explores how HRM adapts to changes in context.

WarwickHuman Resource Management: Text and CasesSharon Pande and Swapnalekha Basak11Warwick

Human Resource Management: Text and CasesSharon Pande and Swapnalekha Basak12Demonstrates the differences between the personnel and industrials and the HRM paradigm by creating an ideal type.Characterizes HRM as an amalgam of description, prescription, and logical deduction.

StoreyHuman Resource Management: Text and CasesSharon Pande and Swapnalekha Basak13Table 1.3 The Storey model of HRMStorey

Human Resource Management: Text and CasesSharon Pande and Swapnalekha Basak14Storey

Human Resource Management: Text and CasesSharon Pande and Swapnalekha Basak15

Source: Survey data from Gail Robinson and Kathleen Dechant, Building a Business Case for Diversity, Academy of Management Executive 11, no. 3 (August 1997): 2131; permission conveyed through the Copyright Clearance Center, Inc.Human Resource Management: Text and CasesSharon Pande and Swapnalekha Basak16The Nature of the Employment Relationship

Human Resource Management: Text and CasesSharon Pande and Swapnalekha Basak2Fombrun, Tichy & Devanna

Human Resource Management: Text and CasesSharon Pande and Swapnalekha Basak1Ignores stakeholder interests, situational factors and notion of strategic choice.Expresses the coherence of internal HR policies and the importance of matching them to external business strategy.Fombrun, Tichy & DevannaHuman Resource Management: Text and CasesSharon Pande and Swapnalekha Basak2Situational factorsStakeholder interestsHRM policy choicesHR outcomesLong-term consequencescase study : Kingfisher Airlines2012HarvardHuman Resource Management: Text and CasesSharon Pande and Swapnalekha Basak3Harvard

Human Resource Management: Text and CasesSharon Pande and Swapnalekha Basak4outcomes at both organizational and societal level.Absence of a coherent theoretical basis for measuring the relationship between HR inputs, outcomes and performance.HarvardHuman Resource Management: Text and CasesSharon Pande and Swapnalekha Basak5Reflects view that a core set of integrated HRM practices can achieve superior individual and organizational performance.HRM differs from personnel management.GuestHuman Resource Management: Text and CasesSharon Pande and Swapnalekha Basak6Guest

google

wiproBig BazaarHuman Resource Management: Text and CasesSharon Pande and Swapnalekha Basak7Ole Extends the Harvard framework.Maps the connections between the outer and inner contexts and explores how HRM adapts to changes in context.

WarwickHuman Resource Management: Text and CasesSharon Pande and Swapnalekha Basak8Warwick

Human Resource Management: Text and CasesSharon Pande and Swapnalekha Basak9Demonstrates the differences between the personnel and industrials and the HRM paradigm by creating an ideal type.Characterizes HRM as an amalgam of description, prescription, and logical deduction.

StoreyHuman Resource Management: Text and CasesSharon Pande and Swapnalekha Basak10Table 1.3 The Storey model of HRMStorey

Human Resource Management: Text and CasesSharon Pande and Swapnalekha Basak11Storey

Human Resource Management: Text and CasesSharon Pande and Swapnalekha Basak12

Source: Survey data from Gail Robinson and Kathleen Dechant, Building a Business Case for Diversity, Academy of Management Executive 11, no. 3 (August 1997): 2131; permission conveyed through the Copyright Clearance Center, Inc.Human Resource Management: Text and CasesSharon Pande and Swapnalekha Basak13