Case Study Of The Michigan Model Of HRM

The history of HRM had its beginnings in the early 1800s in England. In the pre industrial era, the apprentice worked and lived in close proximity with the master craftsman who looked after his needs. During the Industrial Revolution in the 18th century, manufacturing underwent a sea change when machines were used in large factories to manufacture goods. Later, in the 19th century, Frederick W. Taylor propounded the theory of scientific management that studied workflows scientifically to improve economic efficiency and significantly improve labor productivity. Taylor recommended that the combination of scientific management and industrial psychology of workers. Taylor proposed that workers should be managed not only for

The Harvard model (Beer et al.1984) works as a strategic map to guide all managers in their relations with employees and concentrates on the human or soft aspect of HRM. It strives at employee commitment not control in promoting performance. It also works on the premise that employees needed to be congruent, competent and cost effective. The Harvard model which use as an as a strategic map to concentrates on the soft aspect of HRM. The model acknowledges the existence of multiple stakeholders to an organization. These multiple stakeholders include shareholders various groups of employees, government and the community at

Hard HRM model is influenced by Theory X, which explained that people do not like to work therefore it is necessary for organization to promote strict control, work pressure, and straight direction to individual (McGregor, 1987, p.33-34). The main objective of hard model is the organization benefit, while individual is seen as resource; as a result, organization maintains cost of individual at the most efficient level (Legge, 1995, 35).

The definition of the term ‘performance management’ varies in different literatures. As Hutchinson(2013) summed up, combined with Den Harton’s theory(2004), it is a continuous process which links individual and team objectives with organizational goals by measure and improve employee’s skill and performance. According to Armstrong (2012), human resource management aims at making sure the organization has the most talented, skilled and engaged people in order to attain its goals. In this context, performance management is one staple practice helping managers identifying and retaining most competent employees as well as correcting poor performance.

In addition, the change of the global labour market is another major challenge of Higher Education. Modern technology changed the world from many relatively independent countries to a global village. Is the relationship a function of higher education traditions and their implications for the supply of new graduate labour? Or is it

The demand for higher education is ever increasing as competition in the job market also increases. The rate of employment of college-educated is twice that of the national average compared to high school graduates. Employee counterparts who have college degrees receive better pays than their counterparts with no degree. They are also known to retain their works for longer and have a better perspective of the revolving issues.

When an organization is reviewing the working process, one of the highlighted issues is there are staffing. In term of the staff issue, it impact the organization overall performance. Therefore, HR needs to plan on analysing and designing of jobs, hiring the best appropriate employees for the position and managing staffs.

Organizations are exposed to the challenges and opportunities posed by the increasing change and complexities in the business environment. The emergence of globalization, technical advancements, telecommunications revolution, growth of knowledge based workforce and intense competition; mandate the transformation of Human Resource Management (HRM) in organizations. It is necessary for the management to invest considerable time and amount, to learn the changing scenario of the HR department in the 21st century. In order to survive the competition and be in the race, HR department should consciously update itself with the transformation in HR and be aware of the HR issues cropping up. In this paper, first the evolution of HRM

The value of education is so appreciated that it’s becoming more and more evident in terms of attaining a job or pursuing a career. In today’s society one’s education status determines their career options. Being that there’s a high demand in certain fields such as medicine, education, pharmaceutical, and business just to name a

One significant issue in the industry is motivating its workforce to continuously keep pace with the ever growing technology in this field and allowing them to gain competitive edge in their business (Intelligent Spas, 2011). Motivating the 21ST century workforce for the new global economy falls into the responsibility of Human Resource Department. At present, there are three fundamental HR models, namely, (1) universalistic, (2) contingency and (3) configurational methods. Of late, the later two strategies have been renamed as (1) best practice and (2) best fit, correspondingly. This paper discusses the later two HR models as researchers believe that these models propose the solution for motivating the workforce for the new global economy.

This in turn can lead to continued performance improvement, as employees are aware that superior performance is rewarded by the organisation. Another linkage that can create overall commitment for the employee base of the firm comes in the form of opportunities such as promotional opportunities, and career ladders. If an employee is aware that if they apply themselves to the organisation, and show commitment, then this will be reciprocated by the organisation in the form of promotion opportunities, which once again reflects the performance of the employee. This is also linked with performance measurement of the organisation, which ensures that promotion and remuneration occur, and incorporate those employees who are most deserving. Finally, we can see a link between employee security, hiring procedures, and grievance procedures within the organisation. If the selection strategy is sound, and enables the recruitment of the most suitable employee for the position then the need to re-hire in the foreseeable future can be negated thus improving overall employee security. Grievance procedures can also be linked to employee security, as if there are formal policies and procedures in place to steer both the organisation and employee through the grievance process, then employee security increases if appropriate policies are in place to minimise this occurrence. However, if a grievance problem does occur the

Higher education includes teaching, research and social service activities of universities, and within the realm of teaching, it includes both the undergraduate level (sometimes referred to as tertiary education and the graduate school). Higher education generally involves work towards a degree level or foundation for degree qualification. In most developed countries a high proportion of the population (up to 50%) now enters higher education is therefore every important to national economy, both as a source of trained and educated personnel for the rest of the economy. Schofield, K. 1999.

6. A well developed Performance Apprisal of each employee should help management to effectively do HR planning and long term high profit margin.

As the world is turning out to be more aggressive and unstable than any other time in recent memory, producing based enterprises are looking to increase upper hand at all cost and are swinging to more inventive sources through HRM practices (Sparrow, Schuler, & Jackson, 1994). HR practices has been defined by (Smallbusiness.chron.com, 2016) as “the means through which your human resources personnel can develop the leadership of your staff.”

Workers and employees are the most important assets of any organization. Therefore, the retention of them is quite crucial to keep the business running smoothly. To achieve that different strategies are implemented, regardless the size of the organization