Submitted by:

Fatima Javaid

Submitted to
Dr.Safa Riaz

Enrollment no: 01-121192-021

Mba(1.5)E

Mid Term Subject

Strategic Hrm

Bahria University Islamabad campus

Answer to Question no:1

Matching Model:

The model introduced the idea of strategic HRM, which is related to the development and e
xecution of organisational and business goals (Devanna et al. 1984)
According to the model, the HR framework
and organisational structure should be handled in accordance with the organization's strate
gy.
The model is used to work with the accomplishment of the targets of the association as far
as proficiency in usefulness and benefits. In any case, the model has less spotlight on the
workers' government assistance, preparing and improvement. Workers are seen as an asset
that empowers the business to meet its business targets and business system.
The Matching model of HRM is one of the most seasoned model and spotlights on
coordinating with the HR methodology alongside the generally speaking hierarchical
technique.

 This model was proposed by fombrun tichyand devana


 This model emphasis on “tight fit”

 This model is inclined toward the hardest sides of hrm

 Hr strategy must be highly calculative in terms of quantity of Human Resources

 It demands the available Human Resources must be matched with the jobs

Strategic components

 Strategic integration
 Flexibility
 High commitment
 Quality

E.g

The right employees for the right job with right background of education and as well as
experience.
Hire right people reward them and motivate them to achieve their goals
Harvard Model:
Harvard model clarifies that, line administrator ought to be more answerable for
masterminding and executing of the methodologies and individual strategies (polices of the
association). It further says that, it additionally settled the polices and furthermore check
how are they being executed in the association and what are the results of those
approaches. These ought to be carried out in that manner it gives most extreme yield

 It is deeply rooted in human relations tradition

 It acknowledge the existence of multiple stakeholders within organisations

 Employees influence is recognised through motivation

 This model emphasis more on human soft side

 The outcome from such setup is soft in nature

Strategic components

 Stake holder interests

 Situational factors
 Hrm policy choices
 Hr outcomes
 Long term consequences
 Feedback loop through

Answer to Question no :2
High performance work system (HPWS) is a specific combination of HR practices, work
structures and processes that enhances employee skill, knowledge, commitment,
involvement and adaptability. The key concept in HPWS is the system. 
HPWS is composed of many interrelated sub-systems that complement one another to
attain the goals of an organization, big or small.

Key features

Some key features are:

Key features are as follows:

• Job analysis and design

• Human resource planning and forecasting

• Employee recruitment

• Employee selection

• Training and development

• Performance planning and evaluation

• Compensation and benefits

All the features of HPWS are important individually. But as a system to be effective all these
features must be integrated. A careful planning is essential to ensure that all the features fit
together and linked with the overall strategic goals of the organization. Internal and external
linkages should fit HPWS together. 
A HPWS is all about determining what jobs a company needs to be done, designing the jobs,
identifying and attracting the type of employee needed to fill the job, and then evaluating
employees’ performance and compensating them appropriately so that they stay with the
company.

Feature # 1. Work Design: 

High Performance Work Systems generally start with a new work design. 
i. Total Quality Management (TQM) and reengineering are important components in new
work designs. 
ii. In HPWS, instead of separating jobs into separate units, the focus is on the key business
processes that drive customer value and creating teams that are responsible for the
processes.

Feature # 2. HR Practices: 

Work design, quality management or reengineering alone or in combination cannot
bring in any desired change unless they are supported by adequate HRM elements.
An environment of high performance and satisfaction is possible only when work
resigns are combined with relevant HR practices to encourage skill development and
employee involvement.

Feature # 3. Leadership Role: 

Leadership issues assume importance in every level in the HPWS. To support the HPWS
environment, to bring changes in the culture and to modify business process, the role of
leadership plays an important role. 
i. Many companies have found that the success of any HPWS depends on first changing the
roles of managers and team leaders. 
ii. Fewer layers of management and focus on team-based work culture bring in substantial
improvement in productivity. 
iii. In HPWS, managers and supervisors are seen as coaches, facilitators and integrators of
team efforts.

Feature # 4. Information Technology:

i. Communication and information technologies are important components of HPWS.
Technologies of various kinds help creating a system for communicating and sharing
information which is vital to any business. 
ii. IT in service sector is used to help employees monitor its service, communicate with
customers and identify and solve problems quickly. 
iii. Computerized system helps budget and track the employee time spent on different
projects. Information needs to be about business plans/goals, unit and corporate operating
results, hidden problems/ opportunities and competitive threats. 
iv. HPWS cannot succeed without timely and accurate communications.

Example: 
A good selection system will be fruitful only when it is used in conjunction with training and
development activities. Similarly, a new compensation will be effective only when it
complements the goals laid in performance planning.

For example-2
productivity rates become significantly higher in manufacturing plants where the HRM
strategy focused on enhancing human capital. Delery and Doty found a positive relationship
between firm’s financial performance and a system of HRM practices. Huselid, Jackson, and
Schuler found that increased HRM effectiveness corresponded to an increase in sales per
employee, cash flow, and company market value.

Answer to Question no 3:

Human Capital

Human capital is an intangible asset or quality not listed on a company's balance sheet.
The concept of human capital recognizes that not all labor is equal. But employers can
improve the quality of that capital by investing in employees—the education, experience,
and abilities of employees all have economic value for employers and for the economy as a
whole.

cognitive component
The Cognitive attitudes refers to the beliefs, thoughts, and attributes that we would
associate with an object. It is the opinion or belief segment of an attitude. It refers to
that part of attitude which is related in general knowledge of a person, this involves a
person's belief / knowledge about an attitude objec
The human resource is one of the most important part for organization, if you have a
skills work you can get the maximum output through him. His skills can also be improved
by giving him trainings. Working on your capital can give you maximum profit and make
organization overall successful
For example: “I believe spiders are dangerous

Behavioural component
“Behavior component of an attitude consists of a person’s tendencies to behave ‘in a
particular way toward an object.” It is an attitude’s that part reflecting a person’s short-run
or long-run intention.
The way the attitude we have influences on how we act or behave.

For example: “I will avoid spiders and scream if I see one”.

Flexibility:

It is defined by Bhattacharya et al. (2005, p. 624) as 'the extent to which the
firm's HR practices can be adapted and applied across a variety of situations, or across
various sites or units of the firm, and the speed with which these adaptation and
application can be made'
It is a strategy of responding to changing circumstances and expectations. Employees
who approach their job with a flexible mindset are typically more highly valued by
employers. Similarly, employers who cultivate a flexible work environment are
attractive to employees.
offers tremendous benefits, including reducing stress, improving productivity, and higher
job satisfaction.
Remote work is just one of the many options businesses can offer flexibility. Supporting
a flexible workforce requires a communications solution that includes both video
meetings and team messaging.
Flexibilities in work schedules, work locations, and other non-traditional working
arrangements have the potential to help employees succeed

Fit component

fit expresses the degree to which an organization is matching its resources and

capabilities with the opportunities in the external environment. The matching takes
place through strategy and it is therefore vital that the company has the actual
resources and capabilities to execute and support the strategy.

Measurement component

Measurement component provides a data-driven approach to identifying effective

people management practices, which, if done well, can help ensure that value creation is
long-term and sustainable. ... HR's ability to analyse and report on human capital data
differs significantly across the profession.