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HRM MODELS IN INDIA AND OTHER

COUNTRIES[ABROAD]

INTRODUCTION:

Using the core aspects of Five Main Models of Human


Resource Management (HRM), this article investigates the
dominant HRM Practices in the Manufacturing Sectors in India
and Other Countries. The evaluation is conducted in the
context of the recently Liberalized Economic Environment.
Then, it briefly analyzes the Five Models of HRM namely - 1.
THE MATCHING MODEL; 2. THE HARVARD MODEL; 3. THE
CONTEXTUAL MODEL; 4. THE 5-P MODEL; AND 5. THE
EUROPEAN MODEL - and identifies the main research
questions emerging from these that could be used to reveal
and highlight the HRM Practices in different National/Regional
settings. The examination not only helped to present the
scenario of HRM practices in the context of India and Other
Countries, but also the logic dictating the presence of such
practices.

The need for Quality-oriented Human Resource


Management [HRM] document is the contemporary
requirement of the Global Trade and Industry. By considering
the contributions of Researchers and the current state of
affairs, one could perceive the necessity for HRM Management
Process Improvement. It can be achieved by implementing the
new and available Information Technologies integrated into

one Human Resource Information System (HRIS). In order


to understand ICT[Information and Communication
Technology] impact on changes in an organization, we should
base on MIT90s Framework where an organization is
represented by Five Elements, all in interaction with each
other namely:

Its Strategies;
Its Organizational Structures;
Individuals and Roles;
Management Processes; and
Technologies

(See Figure 1 Below).

FIGURE-1 - MIT90s FRAMEWORK

In short, STRATEGY is a basic standpoint of top


management for the future organisation development.
STRUCTURE is the arrangement of the organisation units
that collaborate and contribute to serve one common
aim.
MANAGEMENT PROCESSES plan and control the
performance or execution of any type of activity in an
organisation.
HUMAN RESOURCES are the individuals who comprise the
workforce of an organization.
TECHNOLOGY is the usage and knowledge of tools,
techniques and crafts and also a set of systems or
methods of an organization.

WHAT IS MIT 90s ?


MIT 90's

MIT 90s belongs among the Critical Success


Factors Models. The framework was developed by
the team, led by Michael S. Scott Morton at the
Massachusetts Institute of Technology (hence the
name).
The model defines the critical success factors:

[a] External environment of the organization:


External socio-economic environment
External environment of science and technology
development

[b] Internal environment of the organization:

Organizational strategy
Structure
Processes
People and their roles
Technology

MIT90s framework inspired several authors for further


research and application in real systems. One alternative way
of looking at the MIT90s framework is shown in Figure 2
whereby technology is at the centre of the five factors
illustrated by two competing triangles. According to Wills,
putting technology in the middle does not mean that
technology is driving the strategic planning but it is integral to
achieving change. ICT-based strategic change demands
organizations competencies change/development which is
situated in the bottom triangle. Hence, while the
organizations strategic position in the top triangle should be

managed, change requires careful attention to reconfiguring


the bottom triangle. An integrated top-down and bottom-up
management of IT-based change is necessary, that will involve
all five factors and not only technology or strategy.

Figure 2: Integrated Top-Down and Bottom-Up Management of


ICT-based Change

BUSINESS PROCESS REENGINEERING:


Business process re-engineering is a business management
strategy, originally pioneered in the early 1990s, focusing on
the analysis and design of workflows and processes within an
organization. BPR aimed to help organizations fundamentally
rethink how they do their work in order to dramatically
improve customer service, cut operational costs, and become
world-class competitors. In the mid-1990s, as many as 60% of
the Fortune 500 companies claimed to either have initiated
reengineering efforts, or to have plans to do so.
Business process re-engineering is also known as business
process redesign, business transformation, or business process
change management.
HRM MODELS

HRM models are the mechanisms to investigate and


understand the dynamics of HRM Practices in Cross-National
contexts. HRM incorporates a range of sub-functions and
practices that include systems for Workforce Governance,
Work Organization, Staffing and Development and Reward
Systems. HRM is concerned with the management of all
employment relationships in the firm, incorporating the
management of Managers as well as Non-management Labour.
It covers a diverse array of styles even with National Cultures
but the majority of Researchers are examining only the
traditional Hard and Soft Models of HRM. Three levels of
factors and variables that are known to influence HRM Policies
and Practices are worth-considering for HRM examinations in
different National and Regional settings. These are:

1. National factors (such as National Culture, National


Institutions,
Business Sectors and Dynamics Business environment)

2. Contingent variables (such as Age, Size, Nature, Ownership,


Life cycle
Stage of Organization, Presence of Trade Unions and
interests of
different Stakeholders)

3. Organizational strategies (such as the once proposed by


Miles and Snow, 1978 prospectors, analyzers, defenders and
reactors; and Porter, 1985 competitive strategies based on
cost leadership, product differentiation and market focus) and
policies (related to primary HR functions, internal labor
markets, level of integration and devolvement and nature of
work). Following is the description of five broadly recognized
HRM Models to be looked into:

1. THE MATCHING MODEL:

The Matching Model is one of the First Models, made by


the Michigan school, which tightly connects HRM System with
Organizational Strategy. Therefore, it focuses on
accomplishing Strategic Objectives of the Organization with
ultimate aim of increasing Competitive Advantage, using
Human Resources as any other Factor of Production.

This Model consists of Four Generic Processesor


Functions that are common for all organizations. They are -
Selection, Appraisal, Rewards and Development.

Selection matches available human resources to jobs.


Appraisal monitors performance and provides feedback to the
organization and its employees. Rewarding system should
reward appropriate performance, both short and long-term
achievements. Development takes care of developing high
quality employees, in knowledge and skills. Further
developments of the Matching Model were made by Schulers
Group where they concluded that the same HRM Practices are
used differently by organizations that differ in their
Organizational Strategies. And also, organizations are likely to
use different HRM Practices for a particular level of employees.
Further, as organizations change strategies, they probably
change HRM Practices.

2. THE HARVARD MODEL:


While in the Matching Model, emphasize is put on
resource, Harvard Model is associated with the Human
Relations, Individuals Talents and Human Willingness to
create and work. General Managers develop a viewpoint of
how they wish to see employees involved in and developed by
the organization, and of what HRM Policies and Practices may
achieve those goals. Some strategic vision must be provided
from General Managers to avoid independent activities, each
guided by its own practice tradition. The Harvard school
describes two important characteristics of HRM. Firstly, Line
managers are responsible for ensuring the alignment of
Competitive Strategy and Personnel Policies. Secondly,
Personnel-set- Policies that govern how personnel activities
are developed and implemented. This Model widens the
context of HRM in a way that includes the interests of owners
and those of employees as well as between various interest
groups creating high commitment work system where behavior
of all stakeholders is self-regulated rather than controlled by
sanctions and pressures. However, Communication plays
important role in management of such system.

3. THE CONTEXTUAL MODEL:


This framework is defined by Two Components, the
External Environment Context (Socio-Economic, Technological,
Political-Legal and Competitive) and the Internal
Organizational Context (Culture, Structure, Leadership, Task
Technology and Business Output). Interconnection and
interdependency between these two contexts define content of
an organizations HRM. Contextual Model of HRM is
integrated in an internal framework defined by a certain
organizational climate and culture and also by the firms size
and structure, its productive technology, orientation to
innovation and diverse interests of the different stakeholders
involved.

On the other hand, the External Framework is described


by variables such as the Legislative, Governmental
Policies/Actions, Political and Institutional Context, a certain
set of Social and Economical Factors, Cultural Differences,
Union Influence or the particular conditions of the Labour
Market and the Educational and University System. This Model
puts emphasis on International Dimension of HRM that
considers the particularities of each Geographic Context in
which HRM decisions are made.

4. THE 5-Ps MODEL:


The Strategic Needs of an organization are supported
with Five Human Resource activities: Philosophies, Policies,
Programmes, Practices and Processes. These activities rely on
each other achieving the organizations needs.

Philosophy expresses the role of Human Resources in the


overall success of the business and all embracing Values and
Guiding Principles for managing people.

Policies provide Guidelines defining how these Values,


Principles and the Strategies should be applied and
implemented in specific areas of HRM. Further, programs
enable HR Strategies, Policies and Practices to be
implemented according to plan in a way that give answer to
the specific questions (for example, what kind and how many
people will be required?). Practices provide understanding of
individual roles, comprising the informal approaches used in
managing people. And finally, processes are formal procedures
and methods used to put HR Strategic Plans and Policies into
effect. This Model, to a great extent, explains the importance
of all Five HRM activities in achieving the organizations
Strategic Needs, and shows the inter-relatedness of these
activities that are often treated separately in the literature.

5. THE EUROPEAN MODEL:

The European Model is based on the premise that


European organizations operate with restricted autonomy. So
the Model deals with all constraints set on International
(European Union), National (National Culture and Legislation),
Organizational (ownership) and HRM level (Trade Union
involvement and Consultative arrangements). Constraints are
also described as Outer (Legalistic Framework, Vocational
Training Programs, Social Security Provisions and the
Ownership Patterns) and Internal (Union influence and
Employee Involvement in Decision- Making).

Further, the European Model shows an Interaction


between HR Strategies, business strategy and HRM practice,
and their interaction with an external environment
constituting national culture, power system, legislation,
education and employee representation. This means that HR
strategies are closely related to the organization strategy and
external environment.

An Integrative Model of HRM

Considering all previously described Models of HRM, Martn-


Alczar in co-operation with other authors, in the year 2005,
designed an Integrative Model of HRM. As each of these
models focuses on a specific dimension of the system,
together they offer a complete explanation of this
organizational function that, in general terms, represents our
common present understanding of the complex phenomenon of
strategic HRM. In the Model depicted below they define HRM
as the integrated set of practices, policies and strategies
through which organizations manage their human capital that
influences and is influenced by the business strategy, the
organizational context and the socio-economic context. Both
the Models and this definition highlight the main dimensions of
HRM: (1) HORIZONTALLY, HRM is presented as the set of
strategy, policies and practices that define this system relate
to each other in a synergic way to manage and develop the
stock of knowledge, skills and abilities of the organization. In
this sense, human capital is considered the object of HRM.
Finally, the effects of the system are considered to the
consequences of HRM decisions on the individual, social and
organizational level. (2) VERTICALLY: in addition to the
classical explanation of the business strategy as a contingency
variable, the model considers a contextual framework for HRM
characterized by a certain set of organizational and
socioeconomic variables. The bi-directional sense of these
relationships lets the model explain the dynamic nature of
HRM (Martn-Alczar et al. 2005).
An Integrative Model for Strategic Human Resources
Management.

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