TRIARCHIC MODEL OF HRM

There are several perspectives in existence to explain the nature, purpose and underlying assumptions of HRM. These perspectives include

(i)   Performance based HRM driven by American practices,

(ii)   Relationship based HRM supported by new generation practitioners,

(iii) Learning oriented HRM promoted by academicians,

(iv)  Strategic HRM driven by economic models,

(v)   Reactive and proactive HRM models originated from industrial relations school etc.

TOYOTA MODEL OF HRM

Toyota is famous for several world-class products. It is known for a variety of quality initiatives including famous JIT (Just-in-time inventory) production system. Toyota is also famous for its HRM policies and practices too and its human resource practices can serve as a model, particularly for manufacturing and production oriented companies. Toyota's HRM framework broadly consists of four kind of goals. 

BALRIDGE MODEL OF HRM

The Malcolm Baldrige National Quality Award was conceptualized as a standard of excellence in order to help U.S. organizations achieve world-class quality. The Criteria for Performance Excellence has done a commendable job in achieving the goals established for the Baldrige Award. They now are accepted in the whole world, as the yardstick for performance excellence. The award is given annually to an organization in recognition of its quality standards. HRM practices occupy a pivotal place in quality movement of organizations. 

HARVARD MODEL OF HRM

Management experts as Michael Beer, Quinn Mills et.al of HarvardBusiness School propounded Harvard model of HRM. It is one of the most influential models of HRM. The Harvard interpretation visualizes employees as resources fundamentally different from other resources cannot be managed in a single stereotype way. The stress is on people as human resources. The Harvard approach identifies an element of mutuality in all businesses.   Employees are crucial stakeholders in an organization who have their own needs and concerns as shareholders and customers

HUMAN CAPITAL

THE CONCEPT : The origin of human capital can be traced to the emergence of classical economics in 1776, and thereafter developed as scientific theory. The concept of human capital has been explained from different perspectives. From the individual perspective the human capital was recognized as one of important factors for a national economic growth and could contribute to socio-political development and freedom. 

SELECTING PEOPLE

Selecting right people for jobs and positioning them in right places plays an important function in deciding whether they are giving their best performance to the organization. Selection strategies perform a vital role in new organizations and in fast expanding organizations. The proper selection of the new entrants ensures to build a desirable culture and establish norms in the organization. If the organization has had a fairly long history, and it has smaller intake, it may be a complex task to influence the organizational culture. However, the culture y prevalent in the organization would influence the new entrants’ orientation in spite of very careful selection

A efficient and effective system of selection and placement assists to achieve the following objectives:

• The employees feel satisfaction that the organization is properly utilizing their capabilities. This feeling raise the morale among employees result in higher levels of commitment and 
  productivity.
• The department or units within an organization get supply of the right type of people in a short period of time. Such prompt action boosts up the morale of the departments as the needs of the 
  units or department are being heeded to more promptly. 
• Minimizes the wastage of human talent, through providing opportunities for people to apply their capabilities.
• This provides existing employees opportunities to work on jobs that they prefer and are capable of performing and minimizes the wastage of human talent. This also encourages the 
  commitment of employees to a high level.
• The proper system of selection makes available data about all employees and their capabilities to facilitate human resource administration.         

One inappropriate person chosen for a given job or one improper placement can create a number of issues in an organization. The significance of selection and placement enhances as one move up the managerial ladder. An inappropriate person selected to conduct a higher managerial position can hinder the functioning of other departments and managers. If he is not fit to discharge the responsibilities assigned, he may become a drag on the organization and a source of frustration for his colleagues, and once a feeling of frustration sets in, it is likely to cause problems later. An organization should, therefore, ensure that suitable people are recruited even if it involves some investment.

Making a match between the man and his job involves the following:   

•    The person occupying a particular role, job or position has the technical, managerial and other capabilities needed to perform the functions connected with that job
• If he does not possess some of them, he has at least the potential to develop them within a reasonable period and the organization is willing to invest in his development.
• The person has an opportunity to acquire new capabilities and also apply his capabilities in performing the functions assigned to him and does not have feeling of his talents being wasted i.e., the organization is capable of absorbing the development of capabilities of its members through its own growth and change.

This consist the following activities on the part of the organization:

• Prepare an exhaustive list of jobs and job linkages.
• Prepare an exhaustive list of functions or operation associated with each job.
• Listing the capabilities (knowledge, skills, attitudes or values) needed to perform each function in mutually exclusive categories as far as possible. These capabilities may be certain
• Make a list of the indicators for each of these capabilities in the form of degree earned, courses attended, training programs attended, work experience, performance in tests, observed behaviour, previous job records, accomplishments etc
• Determining the ways of assessing the capabilities through the indicators generated.
• Actual selection beginning with making the job opportunities known to all potential applicants, shortlist candidates  by screening the applications, determining their potential through test and other similar selection procedures.
• Final selection and placement.

An efficient and effective selection system generates enough of information about a candidate. Such information pertains not merely to his capabilities to perform functions associated with the immediate job but also with his potential to perform higher level functions in future. This needs some understanding of career ladders for different roles/role occupants. However, most selection systems handle immediate needs of an organization Because of lack of foresight and planning, organizations create issues of stagnation and frustration among employees which could be reduced by a carefully planned and executed selection system.

METHODS OF PERFORMANCE APPRAISAL

The various methods of performance appraisal include:

THE ART OF DELEGATION

Delegation is all about handing over the right tasks to the right people. People can rise high and achieve remarkable goals simply if they delegate tasks to able and talented people around them. 

PRINCIPLES OF LEARNING

Learning and Motivation: Learning is increased when the learning is motivated. An individual must desire to learn. When that desire exists, the learning will exert a high level of effort. There is a popular saying ,” You can take a horse to water, but you can’t make it drink’.

PURPOSES OF TRAINING

TRAINING AND DEVELOPMENT

“Training is a short term process utilizing a systematic and organized procedure which non-managerial personnel learn technical knowledge and skills for a predetermined objective. Development is a long-haul educational process utilizing a systematic and organized procedure by which managerial personnel learn conceptual and theoretical knowledge for general purpose.”

PROMOTION

A Promotion is an increase in rank that may also be accompanied by a raise in pay, benefits, and responsibility. Most people view promotions positively, as they indicate that the individual being promoted is successful, valuable, and useful. In many workplaces, people actively work towards promotion and its accompanied benefits.

DEMOTION

A demotion is a reduction in rank, often accompanied with a lower pay status. There are many situations in which a demotion might occur; any kind of ranked system like a police department or military, for example, uses demotions as a disciplinary tool, while some employees are at risk of demotion due to reorganization or substandard work.

TRANSFER

 A Transfer implies a lateral or horizontal movement of an employee in the hierarchy of positions with the same pay and status. Transfers may be either company initiated or employee- initiated.

A company may initiate a transfer to place employees in positions where:

•  they are likely to be more effective or 
• where they are likely to get greater satisfaction or 
• where they are better able to meet the work schedules of the organizations. 

PROMOTION

A promotion is an increase in rank that may also be accompanied by an increase in pay, benefits, and responsibility. Majority of people consider promotions in a positive manner, as they denote that the person being promoted is a successful, valuable, and useful individual. In several organizations, individuals actively work for achieving promotion and its related benefits. 

STRATEGIES FOR CHANGE

A set of internal and external strategies is used to introduce five strategies aimed at improvement of Quality of Work Life (QWL) in an organization.

REWARD SYSTEMS

The Reward Systems motivate employees in organizations. Workers do what they do to satisfy their needs. Before doing anything, they look for the reward in terms of salary increases, benefits, desirable job assignments etc. which organizations control. These organizational rewards may be direct or indirect, financial or non-financial and distributed on individual or group basis. Whatever the type of rewards, they influence every other aspect of the organization and must be used as an integral part of any program of organization change.

WORK DESIGN

Work design influences employee satisfaction, motivation and productivity. In order to improve  Quality of Work Life (QWL), work design must consider factors that moderate employees’ reactions to their work. 

CAREER AND CAREER PATHS

Career refers to a sequence of positions occupied by an individual during the course of a lifetime. Exploration, establishment, mid-career, and later career are the four stages in an individual’s career.

JOB ENRICHMENT

The efforts to change the scope of jobs in trying to motivate people create an interest in the quality of work life. Job scope has two dimensions- breadth and depth. Job breadth refers the number of different tasks an individual is directly responsible for ranging from one task performed repetitively to several tasks.