This document provides an overview and comparison of the USA and European models of human resource management (HRM). It describes the Fombrun, Tichy and Devanna model of HRM from the USA, which views HRM activities as interrelated and consisting of selection, appraisal, development, and rewards to increase organizational performance. The document also outlines the Harvard model and its four C's (commitment, competence, congruence, cost-effectiveness). For Europe, it introduces the Guest model for the UK, which aims to achieve strategic integration, commitment, adaptability, quality workforce through coherent HRM policies. In the end, it notes that a comparison of the Harvard and Guest models is provided.
This document provides an overview and comparison of the USA and European models of human resource management (HRM). It describes the Fombrun, Tichy and Devanna model of HRM from the USA, which views HRM activities as interrelated and consisting of selection, appraisal, development, and rewards to increase organizational performance. The document also outlines the Harvard model and its four C's (commitment, competence, congruence, cost-effectiveness). For Europe, it introduces the Guest model for the UK, which aims to achieve strategic integration, commitment, adaptability, quality workforce through coherent HRM policies. In the end, it notes that a comparison of the Harvard and Guest models is provided.
This document provides an overview and comparison of the USA and European models of human resource management (HRM). It describes the Fombrun, Tichy and Devanna model of HRM from the USA, which views HRM activities as interrelated and consisting of selection, appraisal, development, and rewards to increase organizational performance. The document also outlines the Harvard model and its four C's (commitment, competence, congruence, cost-effectiveness). For Europe, it introduces the Guest model for the UK, which aims to achieve strategic integration, commitment, adaptability, quality workforce through coherent HRM policies. In the end, it notes that a comparison of the Harvard and Guest models is provided.
This document provides an overview and comparison of the USA and European models of human resource management (HRM). It describes the Fombrun, Tichy and Devanna model of HRM from the USA, which views HRM activities as interrelated and consisting of selection, appraisal, development, and rewards to increase organizational performance. The document also outlines the Harvard model and its four C's (commitment, competence, congruence, cost-effectiveness). For Europe, it introduces the Guest model for the UK, which aims to achieve strategic integration, commitment, adaptability, quality workforce through coherent HRM policies. In the end, it notes that a comparison of the Harvard and Guest models is provided.
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USA MODEL OF HRM Vs
EUROPEAN MODEL OF HRM
Prepared by, Group 1 Group 9
CONTENTS Introduction Guest
to UK Model
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, 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
management activities. Four
key constituent components,
Selection
Appraisal
Development
Rewards
Aim
to increase organizational performance
Human Resources Development
Selection
Performance
Appraisal
Rewards
Strength and Weakness
Strength:
pedagogical framework
coherence of internal HRM policies and practices to
the organizations external business strategy.
-
interactions among the factors
Weakness:
apparent prescriptive nature
ignores different stakeholder interests, situational
factors and the notion of managements strategic choice
The Harvard Model
Beer,
Spector, Lawrence, Quin Mills and
Walton, 1984 Strategic
map
4Cs
- 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 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 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.
