Examples Of Commitment Models Of HRM

Organisational commitment has grown significantly in the field of organisational psychology. Early studies of organisation commitment have shown the concept as a single dimension, which was constructed around attitudinal perspective, embracing identification, loyalty and involvement. It was suggested my Porter et al (1974) attitudinal perspective refers to the psychological attachment or affective commitment formed by an employee in relation to his identification and involvement with the respective organisation. He further describes it as an attachment to the organisation, characterised by an intention to remain in it; an identification with the values and goals of the organisation. This theory holds that people that are committed to the organisation as far as they hold their positions, regardless of the demanding conditions they experience. However, should they be given alternative benefits, they will be prepared to leave the organisation.

There is a positive relationship between HRM practices, organizational commitment and organizational behavior (Arnett and Obert, 1995). All HRM practices and initiatives are applied for attaining the same organizational objectives. HRM perspectives can be substantiated as the acceptable or incorporation concept (Sivasubramanian and Koreck, 1995).

Systematic implementation of these ideas takes time. In present world, managers are in pressure to achieve short term goals as they will be evaluated on the basis of that. Most industries evaluate their employee’s performance on monthly, quarterly or yearly basis. This is the reason why managers do not concentrate on implementing high commitment management practice. By centralization decision making process many times companies do not provide good platform to its employees for giving their ideas and knowledge. Many companies like General Motors Van Nuys, practice hierarchical control where team members do not have any vote. As managers fails to delegate the authority and responsibility within their team members the concept of high commitment management practice losses its importance and effect. A One-in-Eight Chance is used as it is not advisable to implement any of these practices in isolation. We need to implement ideas as a total package and culture realignment, not as pieces of random improvements. Valuing people as assets will help organizations to be

Gunnigle, P., Kelly, J. and Morley, M. (2002). Human resource management, employee relations and the labour market. Bradford, England: Emerald Group Pub.

M. Marchington & A. Wilkinson, 2008, Human Resource Management at Work 4th Edition, London, CIPD

In the recent years, there has been a growing focus among researchers on the importance of human resource management, and on how it influences organisational performance (Boxall, 2012). The emphasis has especially been on the different HR practices that attempts to increase performance, productivity and profitability (Imran, Majeed & Ayub, 2015). It is from these practices that the term high performance work systems have emerged (Jensen, Patel & Messersmith, 2013). With regard to this term’s growing importance in the HRM literature, it would be of great interest to take a closer look at high performance work systems. This essay will therefore attempt to shed light on what a high performance work system actually is, and why organisations implement them. Using the extensive research available, we will examine both the positive and the negative outcomes a high performance work system might have. This will should present readers with a thorough view of both high performance work systems and their possible organisational implications.

Human Resource Management is a vital function in any organisation and operates in legal and social environments that are becoming increasingly complex. It is defined as the process and practice of managing and advising executives on staff recruitment, selection, retention and development (Clegg, Kornberger & Pitsis 2011). In the post-bureaucratic era, these management styles have altered to cater towards satisfying employees through intrinsic rewards by providing pride, relationships, meaning and a sense of accomplishment through their work (Clegg, Josserand & Teo 2006). Throughout this essay, the evolution of human resource management from the bureaucratic era’s ‘hard theories’ to the post-bureaucratic era’s ‘soft theories’ will be

Schuler (1992) relates the philosophy of human resources, to the role that people play in the overall success of a business. This leads to the overarching objective of human resources management being to first and foremost, maximise employee performance. Since the 1980s, a range of ideas indicating a shift of workplace practices to a post-bureaucratic standpoint has become more present. Barley & Kunda (1992) define the movement away from bureaucratic forms of control as a decrease of detailed rules, routines, and scripts guiding day-to-day work, that is, rational forms of control. On the other hand, post-bureaucratic practices carry humanistic values of autonomy, responsibility, flexibility, confidence, and trust that encourage people to be empowered and take on responsibilities (Bardon, Josserand & Villeseche 2012). The core principals of managing human resources in the post-bureaucratic era essentially stem from these values. Ultimately, with Western developed nations shifting the context of work away from the traditional bureaucratic form

The core theme of Carnevale and Ham’s article is that human resource management (HRM) should be more than just an enforcing or technical entity. While there remains a need for policies to be written, FMLA paperwork to be processed, classification studies to be conducted, and a bureaucratic approach that upholds consistent execution of HR principles, HRM should play a strategic role in an organization’s development as well. HRM that operates strategically focuses on qualitative data, and leaves room for interpretation, whereas control oriented HR methods follow a scientific, rigid formula. HRM can be conducted in both manners, and the two paradigms can work symbiotically (Carnevale & Ham, 262-263).

To determine the link between the HRM strategy, job stress, job satisfaction and organisational commitment.

In the book Managing Human Assets written by Michael Beer, Richard E. Walton and Bert A. Spector in 1984 has explained about most seminal model - Harvard model of HRM. As per this HRM model there are four C’s which supports competitive position of the organisation. In this model understanding four C’s are important they are commitment, competence, congruence and cost effectiveness.

Guest’s theory(1989) of HRM(further explanation in appendix 1.2) is an expression of this approach, which is known to be a prescriptive model based on four HR policy: Strategy integration, commitment, flexibility and quality, to generate the desired organisational outcomes which are high job performance, problem solving, change, innovation and cost effectiveness; and low employee turnover, absence and grievances. However, the goals identified in this theory are unattainable without emphasis to factors in the environment that will help to shape human resource strategic choices. It also fails to recognise the different stakeholder interests that impact on employee behaviour and performance, resulting to high labour turnover, growing cultural sickness, low morale and disengaged

Guest (1987) and Storey (1992) in their definitions of soft and hard models of HRM view the key distinction as being whether the emphasis is placed on the human or the resource. Soft HRM is associated with the human relations movement, the utilization of individual talents, and McGregor's (1960) Theory Y perspective on individuals (developmental humanism). This has been equated with the concept of a 'high commitment work system' (Walton 1985b), 'which is aimed at eliciting a commitment so that behaviour is primarily self-regulated rather than controlled by sanctions and pressures external to the individual and relations within the organization are based on high levels of trust' (Wood 1996: 41). Soft HRM is also associated with the goals of flexibility and adaptability (which themselves are problematic concepts, as we shall see in more detail later), and implies that communication plays a central role in management (Storey and Sisson 1993).

Gould-Williams (2004) has concluded four features of high commitment human HRM based on his research. The first one is that it is less possible for public sector managers to invest ‘efficient working practices and attempts to reduce costs’ (2004:66). The second feature is that the employees tend to perform similarly and get the same rewards, which means there is a lack of diversity in the working place. The third one is ‘a collective approach to industrial relations, staff participation, consultation and recognition of trade unions’ costs’ (2004:67) accounts for the concentration of these public unions. The last feature is that they highly welcome staff development and equal opportunities in order to be considered as distinctive model employers.

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.”