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The role of HR

Comparative HRM: Theory


& Practice
Universalism vs Contextual
Universalism-Contextual debate
Is there a best practice approach?
Convergence as a 3rd alternative
Environment Organization

International Context
Includes: Corporate Strategy
International Agreements

National Context HRM Strategy


Includes: Includes:
culture integration
political/legislative devolvement to line
economic employment policies
social involvement policies
patterns of ownership reward policies
etc. work systems etc.

HRM Practice
National HRM Context
Includes:
Includes: selection
education/training
performance
labor markets
appraisal
trade unions
rewards
industrial relations
development
etc. industrial relations
communication etc.
Contextual Model of HRM
People

Employee Change
Champion Agent
Operational Strategic
Focus Administrat Strategic Focus
ive Expert Partner

Process

HR Role Framework
Source: Conner J. Ulrich D. (1996). Human Resource Roles:
Creating Value Not Rhetoric Human Resource Planning
September
Development

Selection Performance Appraisal

Rewards

The Michigan Matching Model of HRM


Stakeholder
interests
Shareholders
Management
Employee groups
Government
Community HRM Policy
Unions Choices
Employee Long-term
HR Outcomes consequences
influence Commitment
Human Competence Individual well
Resource flow Congruence being
Reward systems Cost Organizational
Situational Work systems effectiveness effectiveness
factors Societal well-
being
Work force
characteristics
Business strategy
and conditions
Management
philosophy
Labor market
Unions
Task technology
Laws and societal
values

The Harvard Model of Human Resource Management


Role of HRM departments
Differing roles in different countries.
Some more administrative some
more strategic
As some of the administrative work is
outsourced or computerised, there
can be more emphasis on strategic
role.
Role of HRM department
Is it represented on the board of
directors
Is it involved in strategic
management
Where was the HR manager recruited
Moving from a centralised to
decentralised HR model
Trend towards management through
cost-centre profit-centre based
approach
Line managers are more in contact with
employees. They have the main
responsibility for performance.
Issue of responsiveness to customers.
A move towards reducing overhead and
realtime staffing.
Pressures slowing the
devolvement to line
managers
Line managers not enthusiastic to
take on HR activities
Line managers may regard HR
activities as a lower priority
Not enough training and support to
line managers in HR duties
Integration and
devolvement
Degree of integration of HRM into
business strategy
Degree of devolvement: the degree
to which HRM practive involves and
gives responsibility to line managers
rather than personnel specialits
Mechanics (low integration
and low devolvement)
Specialist, but limited skills and
interests of HRM practitioners.
Professional personnel manager with
higher imperatives than the organization.
Belief that specialist knowledge is beyond
the scope of untrained people.
Focus on the mechanical requirements of
the function.
Increasing isolation from strategic interests
of the organization.
wild west (low integration
and high devolvement)
Individual manager free to develop
his/her own employee relationship.
lncreased power to hire and fire,
reward and develop employees.
Potential for incoherence,
inconsistency and strong employee
reactions.
Guarded strategists (high
integration but low
devolvement)
Specialists powerful figures in the
organization.
Close liaison with senior managers to
develop strategy.
Large and influential departments
with centralized control of policies.
Better line managers frustrated with
lack of control, poor managers
welcome lack of responsibility.
Pivotal (high integration and
high devolvement)
Senior personnel managers act as
catalysts, facilitators and co-ordinators.
Small, but powerful departments.
Monitoring of and internal consulting on
HRM developments.
Responsibility and authority devolved to
the line.
Problems with resourcing high-calibre
business- orientated HRM managers.

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