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USA MODEL OF HRM Vs EUROPEAN MODEL OF HRM Prepared by, Group 1 Group 9
USA MODEL OF HRM Vs
EUROPEAN MODEL OF HRM
Prepared by,
Group 1
Group 9
CONTENTS  Introduction to UK Model  Guest model of HRM  Introduction to USA Model
CONTENTS
 Introduction to UK Model
 Guest model of HRM
 Introduction to USA Model
 The Fombrun, Tichy and Devanna Model of HRM
 The Harvard Model of HRM
 Comparison of Harvard and Guest model of HRM
INTRODUCTION TO USA MODEL  According to Senge 1996, HRM professionals are expected to be technical,
INTRODUCTION TO USA MODEL
 According to Senge 1996,
HRM professionals
are expected to be technical, cognitive, flexible
and communicative so as to achieve a learning
organization which is efficient and innovative.
The Fombrun, Tichy and Devanna Model of HRM  Interrelatedness and the coherence of human resource
The Fombrun, Tichy and Devanna Model of HRM
 Interrelatedness and the coherence of human resource
management activities.
 Four key constituent components,
-
Selection
-
Appraisal
-
Development
Rewards
 Aim to increase organizational performance
-
Human Resources Development Selection Performance Appraisal Rewards
Human
Resources
Development
Selection
Performance
Appraisal
Rewards
Strength and Weakness  Strength: - pedagogical framework coherence of internal HRM policies and practices to
Strength and Weakness
 Strength:
-
pedagogical framework
coherence of internal HRM policies and practices to
the organization’s external business strategy.
-
interactions among the factors
 Weakness:
-
-
apparent prescriptive nature
-
ignores
different
stakeholder
interests,
situational
factors and the notion of management’s strategic choice
The Harvard Model  Beer, Spector, Lawrence, Quin Mills and Walton, 1984  Strategic map 
The Harvard Model
 Beer,
Spector,
Lawrence,
Quin
Mills
and
Walton, 1984
 Strategic map
 4C’s
Employee commitment (wood, 1995) not
control
-
-
Congruent, competent and cost effective.
 Harvard Model proposes, that diverse personnel and labor relation activities can be dealt with under
 Harvard Model proposes, that diverse personnel and
labor relation activities can be dealt with under four
human resources activities,
-
Employee influence
(responsibility, authority, power)
-
Reward system
(Extrinsic and Intrinsic rewards)
-
Work system
-
Human resource flow
(Decision making on recruitment, selection, promotion
and termination of employees)
Cont…  The analytical framework of the ‘Harvard model’ consists of six basic components 1. Situational
Cont…
 The
analytical
framework
of
the
‘Harvard
model’
consists of six basic components
1. Situational factors
2.
Stakeholders interests
3.
Human Resource Management policy choice
4.
HRM outcome
5.
Long-term consequences
6.
A feedback loop through which the outputs flow.
 The situational factors: - workforce characteristics, management philosophy, labor market, regulations, societal values and patterns
 The situational factors:
-
workforce
characteristics,
management
philosophy, labor market, regulations, societal values
and patterns of unionization, and suggests a merging of
both ‘product market’ and ‘sociocultural logics’.
 The stakeholder interests recognize the importance of
‘trade-offs’.
 Human resource management policy choices emphasize
that management’s decisions.
 The human resource outcomes are high employee commitment to organizational goals and high individual performance
 The human resource outcomes are high employee
commitment to organizational goals and high individual
performance leading to cost effective products or
services.
 The long term consequences distinguish between three
levels: individual, organizational and societal.
 Feedback loop - two-way relationship
-
situational factors influence HRM policy and
choices
GUEST HRM MODEL FOR UK  Developed by David Guest in 1987.  Designing policies and
GUEST HRM MODEL FOR UK
 Developed by David Guest in 1987.
 Designing policies and strategies,
-
Strategic integration
-
High employee commitment
-
High
workforce
flexibility
and
adaptability
-
High quality workforce
 Coherent strategies of HRM policies is fully integrated with business strategy and with levels of
 Coherent strategies of HRM policies is fully
integrated with business strategy and with levels
of line management.
 4 HRM outcomes will provide,
-
High job performance
-
Stronger problem solving
-
Improved cost effectiveness
-
Employee turnover, absence, grievance.
-
Greater strategic consistent
COMPARISON OF HARVARD AND GUEST MODEL
COMPARISON OF HARVARD AND
GUEST MODEL
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