Professional Documents
Culture Documents
babar.fazi@gmail.com
babar.fazi@gmail.com 2
Developed By
QUIN
BEER LAWRENCE SPECTER WALTAN
MILLS
HARVARD SCHOOL
1984
WOOD 1995
babar.fazi@gmail.com 4
customer
Strategic competi
Partner tor
Govern Employ
ment ees
Venders Creditors
STACK
HOLDERS
Industry Board
Experts of
Directors
General Shareh
Public Investment
older
Analysis &
Media Financial
Community
babar.fazi@gmail.com 5
Employee Influence Reward
• Authority • Pay systems
• Responsibility • Incentives
• Power • Motivation
HUMAN
RESOURCE
POLICY
AREAS
HR Flow Work System
• Recruitment, Selection • Design of work
• Placement, Promotion • Alignment of people
• Assessment, Appraisal
• Termination babar.fazi@gmail.com 6
• psychological
attachment
HR OUTCOMES
4 C’S
Commitment
babar.fazi@gmail.com 8
Attract
Employees
organizatio sense of
n benefits self-worth
HRM Keep
Policies Employees
economic
employees well-being
'experience
Develop
Employees
babar.fazi@gmail.com 9
Congruence means
similarity between Level of congruence in HRM policies
objects/individuals
• Management and employees
Lacking of Congruence *
leads to –
Low level of • Employee groups
*
Trust
Common purpose • Organization and the community
*
High costs in terms of
Money
• Employees and their families
Time *
Energy
Stress • Individual
*
babar.fazi@gmail.com 10
WAGES
BENEFITS
INDIVIDUAL
ORGANIZATION
TURNOVER
SOCIETY
ABSENTEEISM
STRIKES
babar.fazi@gmail.com 11
Societal
wellbeing
Long-term
consequences (both
Organizational
benefits and costs) effectiveness &
efficiency
of human resource
policies should be
evaluated at three
levels
Individual
welfare
babar.fazi@gmail.com 12
PYSCHOLOGICAL
PHYSIOLOGICAL
ECONOMICAL
Organization
babar.fazi@gmail.com 13
HR Policies
Efficiency Price
performance
Organization
short-term
Adaptability al Goals/
results
Survival
service long-term
performance results
babar.fazi@gmail.com 14
What are the societal costs of a strike or a layoff
Physical health
Psychological
problems
problems
Community
Local Federal
Agencies Govt
State
babar.fazi@gmail.com 15
babar.fazi@gmail.com 16
MICHIGAN MODEL
babar.fazi@gmail.com 17
Human
Resource
Development
Organizational
Selection Appraisal Effectiveness
Rewards
babar.fazi@gmail.com 18
Matching
People to Job
Organizational Right Person
Requirements on Right job
babar.fazi@gmail.com 19
babar.fazi@gmail.com 20
babar.fazi@gmail.com 21
babar.fazi@gmail.com 22
Rewards system/ Pay policy leads to Human development
Training Resources
babar.fazi@gmail.com 24
babar.fazi@gmail.com 25