Harvard Model Of Hrm Analysis

• Harvard Model

Is a strategic human resource management plan which focuses on the four main aspects of human resource policies. The four, consist of Employee influence, Human resource flow, Reward system and Work system are the guides for managers to delegate levels of authority, manage power and responsibility. In the human resource flow the managers will have a clear path forward on how to select high performance individuals for promotions and how to recruit the best people in the organization. Also, a reward system was in place to motivate individual perform more on their roles and unleash their full potential and lastly, a work system is in place to make sure that every work are aligned within the organization. These policies were made

This ‘soft’ HRM approach aims to promote Job secure, Team work and linking high wages to organizational performance. Just like the Harvard model best practice promotes competence through extensive training, narrowing status differentials and two way communication between managers and subordinates.

• Best fit /Contingency Model

Unlike the previous 2 models, this model focuses on the reward system to unleash the full potential of each employee in the organization. As oppose to the best practice model, Best fit model asserts that what might work well in an organization may not work in another. The model has two key elements the External Fit where the business strategy will be linked to the HRM practices to create a competitive advantage. On the other hand, the Internal Fit creates clear human resource policies that are proportioned to the organization. Unlike the two other models this model is a ‘hard’ HRM approach.

b) Identify and describe at least twelve human resource management activities that would be conducted within the ‘simulated’ organization. (1/2 mark each)

1. Job Analysis – A process of identifying the important duties and requirements of a certain

The focus of these practices is to develop the skills of each employees from all level. Employees with high values and are unique were the major contributors in generating intellectual product to gain competitive advantage. Studies shows that employees perceived human capital development from the firm’s human resource practices. The methods in human resource such as Reward systems, performance appraisal, Career-Management and Career-oriented training are essential influence to the human resource practice. Most importantly, removing any of these practices could largely affect the whole structure of human capital focusing on HR practices. On the other hand, there are certain factors such as employee gender, age education, tenure or rank that affects the human resource practice of the