Underpinning Theories and Models of HRM
Underpinning Theories and Models of HRM
4. Contingency Theory
States that HRM practices are dependent on the organization’s
environment and circumstances. This means that HR policies,
procedures etc. will be dependent on the size of the organization,
technology, number of employees etc.
There are several types of HRM models being used within different
organizations. Basically, HRM models could fall into one of two
categories:
The Traditional model often referred to as the soft HRM, deals with
the strategic relational function between companies and
employees.
Generally, the HRM models connect the HRM strategy with the
implementation of human resource functions. These functions
include:
1.Staffing,
2.Training and development and
3.Motivation.
The ‘matching model’, or the best fit model indicates that HR systems and
the organization structure should be managed in a way that is
compatible/fitting with the organizational strategy. In essence, it requires
that human resource strategies have a tight fit to the overall strategies of the
business.
They have their own needs and concerns along with other groups such
as shareholders and customers.
3.The Warwick Model of HRM
4.HRM context
5.HRM content
Warwick Model of HRM
3.The Warwick Model of HRM
The central idea behind strategic HRM is that all initiatives involving how
people are managed must be aligned with, and in support of the
organization’s overall strategy.
Strategic HRM can be viewed as the link between the organizations’ goals
and objectives and its human resources in order to improve business
performance and develop a culture that fosters innovation, flexibility and
competitive advantages.
Strategic HRM is concerned with the
following:
1. Analyzing opportunities and threats
existing in the external environment
2. Formulating strategies that would
match the organization’s (internal)
Strategic HRM strengths and weakness with the
(external) threats and opportunities.
SWOT analysis of the organization.
3. Implement the strategies formulated
4. Evaluate and control activities to
ensure organization’s objectives are
duly achieved.