Introduction It is hard to give a clear definition for HRM like what Guest mentioned in 1987: Human Resource Management

(HRM) is a term very loosely defined (Guest, 1987, p.503). However, Human resource can be seen as one of the resources in an organisation providing both tangible and intangible contribution in which the intangible contribution from human can be unlimited like employees knowledge. If employee can be well managed by the right HRM practices, the organisation will be able to gain more competitive advantage. Therefore, this resource is drawing more and more attention from all business. In 1984, two important books introducing different kinds of HRM concepts were established. First one is Managing Human Assets from Beer et al. (1984) which introduced the concept of Harvard Model HRM and the second one is Strategic Human Resource Management from Fombrum et als (1984) suggesting another HRM concept called Michigan Model. After that, Storey suggested the hard and soft HRM in his studies (Storey, 1992) and we can see the Hard HRM is quite similar to Michigan Model while Soft HRM is more alike with Harvard Model. Recently, there are many scholars argue that there has been a move away from Controlbased HRM towards Commitment-based HRM. In order to understand both two models and why people made this argument, we need to look at the root and development of HRM. On one hand, this report will discuss and analyse both Control-based and Commitment-based model and then analyse which factors drive that change. On the other hand, I will give my point of view on what corresponding changes manager should expect in different management practices. i. How is HRM changing, (changing environment lead to a change in HRM, ( Competition, Business natural, Role of HR) you didnt mention this in introduction

Control base HRM In the past, not much importance was put on human resources in the management concept. Managers tended to use their power to control their employee. One of the widely used concept is scientific management which came from Frederick W. Taylor. In Taylors theory, he pointed out that manager should use scientific methods to determine the best way to do a job. Though scientific selection and surveillance of the workers, company should be able to maximise their productivity and profit (Taylor, 2005). After that, Ford applied Taylors principles into his production which called Fordism. In Fords principles, he improved the concept of assembly line which requires an employee to do the same task over and over

again. It can simplify, standardise and mechanise the task. This concept does increase the speed of production. Besides, Verheul pointed out that McGregors employee motivation theory which called Theory X and Theory Y can be view as the distinction between different HRM styles (Verheul, 2003, p.5). In Theory X, workers are viewed as lazy working on their self-interests, observation are needed to make them work. For this type of people, management approach like control and punishment are needed to improve their performance. On the other hand, Theory Y is opposite to Theory X, it assumed that workers like their job, willing to take responsibility and are self-disciplined (McGregor, 1960). should be commitment based Furthermore, Basss concept of transactional versus transformational leadership is another approach that show the different between control-based and commitment-based HRM. Transactional leadership is a concept came from Max Weber in 1947 and then reintroduced by Bernard Bass in 1990. The transactional leader manage workers through exception and contingent reward (Bass, 1990). Which mean there is an exchange relationship between the employee and the employer, the action from employee will result in either a reward or a punishment. Employer will expect employee to do the job in the way they want them to, if the employee can fulfil their expectation they will get reward, vice versa. Nevertheless, the Michigan model is a hard HRM model which can also view as a controlbased management style. The Michigan model also called strategic human resource management, which launched by Formbrum et als in 1984. In their studies, it assumes the needs of the organisation should take priority over employees need. Under this model, the manager should consider three interconnected factors in order to help their organisation to achieve their mission or goal (Formbrum et als, 1984). From Fig.1, we can see that The Michigan model shows the relationship of external and internal factors like a triangle. There are three interconnected factors which including Mission and strategy, Organisation structure and HRM. The mission and strategy is the reason of organisation for being, as a result it is the most important factor that manager need to be considered. After that manager need to use other two factors including Organisation structure and HRM to adapt the external environment in order to achieve organisations mission.

(Fig.1) Source: Strategic Human Recourse Management, p.35

In their point of view, HRM system is about how to use employee as a means to increase the productivity of the workforce. As they mention in the book, People are recruited and developed to do jobs defined by the organisations formal structure: their performance must be monitored and rewards allocated to maintain productivity. (Formbrum et als, 1984, p.34). Therefore, they used employee as a resource which are calculative and purely rational manner. From the above, we know that all Control-based HRM tend to standardised and narrowly defined the task for employee in order to properly monitor them. However, what can we expect from practice of these theory? The main benefit of Control-based HRM is provide a more cost-effective workforce. For example, Taylor and Fords scientific management is wish to maximise the productivity of the business. Moreover, according to Walton, manager is expect to establish order, exercise control, and achieve efficiency in the application of the workforce. (Walton, 1985, p.78). He also state that Control-based HRM is characterized by the division of work into small, fixed jobs for which individuals could be held accountable.(Walton, 1985, p.78). Therefore, we can expect that if manager want to use Control-based HRM, they need to make sure they are able to use direct supervision and the natural of work is calculable. If we combine all the characteristics of the Control-based HRM we can expect that the organisation is working under a tall hierarchy with a formal structure. Manager should view

their employee as a resource which need a direct supervision, reduce the employee participation and build up a top down communication within the organisation (Verheul, 2003, p.8). It is no doubt that Control-based HRM can increase the effective of the workforce, but it also can lead to some serious problem. Foxconn Technology Group can used as a case to explain the problem of control-based HRM. Foxconn is a Taiwanese company which mainly provide joint-design, joint-development, manufacturing, assembly and after-sales services to other companies. It is the largest exporter in Greater China and the second largest exporter in Czech Republic (Foxconn Electronics Inc. 2014). Besides, it also is one of the biggest manufacturer for Apple Company. We can say that from a business perspective, Foxconn is a successful company. However, they are that successful at the HR point of view. According to BBC News, there was a total of 13 Chinese employees have committed suicide at Foxconn or related plants in 2010 (BBC News, 2010). One of the Foxconn worker said he need to stay highly focused, and be faster than machines", it made him feel very tired and working under huge pressure (Shengjun, 2010). The cause of unbearable work pressure can be highly related to their management style. Foxconns management principles is Control-based HRM, they used Taylors scientific method to analyse the most effective way to do the job and the employee participation is very low in this situation. Because there is only one way to do the job, if employees want to reach a higher wages they need to increase their working hours. Also, all the employee need to stay silence when they are working. It made them feel that they were living in an isolated island (Shengjun, 2010). Foxconns HRM view their employee as a machines or a resource to help their business to active a costeffective workforce, in order to gain more profit and attention from their business partner. But, employee may have negative emotions when they working under this environment, it may lead to a higher absenteeism, employee turnover rate and less successful in recruitment. A report from Students & Scholars Against Corporate Misbehaviour (SACOM) shows that Foxconns turnover rate is about 35% per year (SACOM, 2010). Another research from Khatri et al. shows that control-based approach may destroy the trust between employee and employer. Also, employee tended to have a low level of morale under this approach.