This document discusses several models of human resource management (HRM), including the Harvard model developed in 1984, the Michigan model, and the strategic HRM model. The Harvard model focuses on employee commitment rather than control and sees HRM as a strategic partner aligned with business objectives. It evaluates HR policies based on their impact at the individual, organizational and societal levels. The Michigan model emphasizes matching the right people to the right jobs and using selection, appraisal and rewards to increase organizational effectiveness. The strategic HRM model aims to attract, retain and develop employees through financial and non-financial rewards in order to improve efficiency, adaptability and performance.

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3. Developed By
QUIN
BEER LAWRENCE SPECTER WALTAN
MILLS
HARVARD SCHOOL
1984
Strategic map to guide all managers in their relations with
employees and concentrates on the human or soft aspect of HRM
WOOD 1995
Strives at employee commitment not
control
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4. Harvard Model of HRM
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5. customer
Strategic competi
Partner tor
Govern Employ
ment ees
Venders Creditors
STACK
HOLDERS
Industry Board
Experts of
Directors
General Shareh
Public Investment
older
Analysis &
Media Financial
Community
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6. Employee Influence Reward
• Authority • Pay systems
• Responsibility • Incentives
• Power • Motivation
HUMAN
RESOURCE
POLICY
AREAS
HR Flow Work System
• Recruitment, Selection • Design of work
• Placement, Promotion • Alignment of people
• Assessment, Appraisal
• Termination babar.fazi@gmail.com 6

7. • psychological
attachment
HR OUTCOMES
4 C’S
Commitment
• similarity between • Wage • Ability to do job
objects/individuals • Turnover Properly
• Benefits
• Absenteeism
• Strikes
Cost Competence
Congruence Effectiveness
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8. How workers feel about their jobs Dignity
To what extent ? Identity
Loyalty
COMMITMENT Societal spin-off
Better performance
Enhanced self worth
Psychological
involvement
Turnover
Absents
Grievances
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9. Attract
Employees
organizatio sense of
n benefits self-worth
HRM Keep
Policies Employees
economic
employees well-being
'experience
Develop
Employees
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10. Congruence means
similarity between Level of congruence in HRM policies
objects/individuals
• Management and employees
Lacking of Congruence *
leads to –
Low level of • Employee groups
*
 Trust
Common purpose • Organization and the community
*
High costs in terms of
Money
• Employees and their families
Time *
Energy
Stress • Individual
*
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11. WAGES
BENEFITS
INDIVIDUAL
ORGANIZATION
TURNOVER
SOCIETY
ABSENTEEISM
STRIKES
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12. Societal
wellbeing
Long-term
consequences (both
Organizational
benefits and costs) effectiveness &
efficiency
of human resource
policies should be
evaluated at three
levels
Individual
welfare
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13. PYSCHOLOGICAL
PHYSIOLOGICAL
ECONOMICAL
Organization
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14. HR Policies
Efficiency Price
performance
Organization
short-term
Adaptability al Goals/
results
Survival
service long-term
performance results
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15. What are the societal costs of a strike or a layoff
Physical health
Psychological
problems
problems
Community
Local Federal
Agencies Govt
State
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17. MICHIGAN MODEL
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18. Human
Resource
Development
Organizational
Selection Appraisal Effectiveness
Rewards
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19. Matching
People to Job
Organizational Right Person
Requirements on Right job
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23. Rewards system/ Pay policy leads to Human development
• Base Salary • Praise
• Pay Incentives • Recognition
• Employee • Time off
Benefits
Financial Non-financial
Reward Rewards
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24. Opportunities
• New Hired • Distribute
Employees • To Learn to Achieve
Skills Tasks
Training Resources
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