HUMAN RESOURCE MANAGEMENT

Human Resource Management Practices



Two models that identify the best way of how to manage people

Managing People

In order to know how business competitiveness goes through maximizing the potential of individuals, organizations become something in which innovation is everyone's business. We begin by analyzing the traditional bureaucratic model of management, which was so successful in its day, to pursue economic and social changes that have taken place in recent decades. From there, we could see how this model is exhausted and unable to manifest the great answers to current questions, as well as hamper the much-needed transformation (Gill, 1999, pp. 41-61).

Two models that can be regarded as the best in this scenario include Harvard Soft Model and Michigan or Matching Model to deal with people.

Harvard Soft Model

Harvard Soft Model suggests that situational factors are the basis and determines the superstructure. The factors and interest groups specify the policies related to human capital measuring their results by the four "c" (commitment, competence, consistency, and cost effective). All this has long-term consequences, such as Social Welfare and Individual and Business Efficiency, feeding the system from HR Audits. This system focuses on the situational theory of motivation. It provides a glimpse on how situations effect emotions and ultimately the performance of employees. Employees in an organization are more inclined to the situations in which they work. If their leaders are able to support them in conducting their work, and provide an environment which employees are interested in, then the performance level will be significantly good. This model can be regarded as the soft model as it tries to manage people with softer instincts of identifying the situation in which workers want to work. According to the Harvard model to deal with managerial issues of managing people, workers will like to work in an environment in which they feel comfortable. They will be more productive if things around them support them. All the factors that they require are good enough in dealing with their problems (Armstrong & Baron, 2002, pp 13-44).

Matching Model

This model was developed in Michigan in 1984 with the objective of improving the human resource practices in organizations. According to this model, HRM strategies should be aligned with organizational strategies to develop an outcome, which is conducive to growth of the organization in overall. This aligning of both the strategies led to the name of matching for this model as the strategies of both human resource and organization were in line together and was to have a similar approach. According to this model, there were four generic HR practices, which were followed in almost every organization and these include selection, appraisal, rewards, and development (Poole, 1999, pp. 9-17).

Selection

For the matching model, right and matching employees should be hired for the jobs in the organizations.

Appraisal

For the employees an appropriate performance management system to be introduced which tracked their performance on regular basis.

Rewards

According to matching model reward system is crucial to the success of an organization, if the ...