【正文】 ic and decentralised ? Flexibility and team building important policy goals ? Strong emphasis on quality to customers ? Rewards differentiated by skill, petence or performance Features of HRM Fombrum, Tichy and Devanna Model 1984 Selection Performance Appraisal HRD Reward Warwick Model of HRM Business Strategy Context Inner Context HRM Content HRM Context OUTER CONTEXT Warwick Model – content of the boxes ? Outer context – socioeconomic, technical, politicolegal,petitive ? Inner context – culture, structure, politicoleadership, tasktechnology, business outputs ? Business strategy context – objectives, product market, strategy and tactics ? HRM context role, definition, anisation, HR outputs ? HRM content – HR flows, work systems, reward systems, employee relations The Harvard Model Stakeholder Issues: Workforce characteristics Business strategy conditions Management philosophy Unions Task technology Laws societal values Stakeholder Interests: Shareholders Management Employee Groups Government Community Unions HRM Policy: Choice Employee influence Reward systems Work systems Human resource flows HR Outes: Commitment Congruence Competence Cost effectiveness LT consequences: Individual well being Organisational effectiveness Societal well being Guest Model ? Defines four policy goals of HRM ? Further development of the Harvard model ? Strategic integration –HRM into strategic plans, in line decisions,within HR policies ? High mitment – strong identification with pany ? High quality – including management of people ? Flexibility – functional, adaptable structures, capability to innovate Soft HRM ? Stresses human aspect ? Emphasis on HRD ? Participation ? Motivation ? Commitment ? Leadership ? HUMAN resource management Hard HRM ? People as a resource ? Used dispassionately ? Used in calculating rational manner ? Head count ? Human RESOURCE Management CompetenceBased HRM Definitions: ? The skills, knowledge and experience that an individual brings to their role IDS 1997 ? Basic personal characteristics that are determining factors for acting successfully in a job or situation McClelland 1993 ? Underlying traits, motives, skills, characteristics and knowledge related to superior performance Boyatsis 1982 Uk v. US definitions ? US input oriented – what the individual brings to the job ? UK output oriented – the skills, attitudes and knowledge , expressed in behaviours for effective job performance ? One or both? Levels of Influence ? Strategic ? Functional ? Systems ? Individual Implications at Strategic Level ? The identification of core petencies of the anisation which confer sustained petitive advantage ? Owned by more than one person and grow through use and experience therefore difficult to imitate Implications for the Human Resource Function ? Develop managerial petence ? Strategic selection and staffing ? Develop internal labour market ? Design jobs round capability ? Develop individual petence ? Develop culture to foster innovation ? Build learning anisation ? Develop anisational learning mechanisms Implications for Human Resource Systems ? Vertical integration – link individual petence to the core petence of the anisation ? Horizontal integration – provide a framework for the integration of HR systems ponents ? Vital player in the development of core petencies ? Can be used to develop individual HR systems Recruitment and Selection ? Based on past behaviour as the most valid predictor of future behaviour ? Building the petence framework requires multiple information sources ? Competence specification should cover both technical and personal/interpersonal petencies ? Develop interview questions that elicit examples of past behaviours ? In assessment centres create tasks that require demonstrated petencies ? Use petencies to select test instruments ? Use petencies to evaluate candidate performance Recruitment and Selection Appraisal ? Set oute and performance targets for each petence ? Oute levels and performance targets can be graded if standard performance。 above standard。 looks na239。s turbulent and global environment。 by government, law, international agreements ? Concept of flexibility important Processual – life is messy ? Concept of bounded rationality ? Subjective interpretation of data therefore strategy flawed and inplete ? We take the first best option – sufficing ? Organisations as coalitions – consensus by negotiation ? Minimum adaptation for survival rather than proactive change – spare capacity as buffer ? Strategy a forting ritual Processual and HRM ? HR policies evolving and reactive ? Soft HRM ? OD, best practice and development of internal petencies important ? Critique – lacks vision。Social works define norms ? Internal context of firm influenced by social groups, interests, resources and micropolitics ? Different forms of anisation successful indifferent cultures ? Systemic perspective includes national culture, family, gender, social groups ? Strategy must be sensitive to these Systemic and HR ? HR policies and processes will have to reflect local culture ? Management style and strategies for motivation and mitment reflect local and national culture ? Critique – focuses on difference at the expense of similarity and crosscultural influences ResourceBased Theory of the Firm ? Places HR at heart of strategy ? Competitive advantage stems from strategic core petencies built up over time ? Recognises importance of le