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(Cкачать работу)HRM models.
Alternate Work Systems Table
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Traditional Model High-Committement Model
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Narrowly defined jobsBroadly defined jobs
Specialization of workersRotation through jobs
and crosstraining
Pay by specific job contentPay by skills mastered
Closely supervised workSelf or peer supervision
Assignment or transfers byTeam assigns members to
the rule bookcover demands in flexible fashion
No career developmentPromotion of learning and growth
Employees as individual partsEmployees in a team
Employee kept ignorant aboutTeam runs as a business:
businessdata is widely shared
Status symbols used to Status differences
reinforce hierarchyminimizied
No employee feedbackBroad employee participation
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In Conclusion
It seems apparent that HMR practices have evolved to more worker friendly models out of necessity. Studies have found that use of specific practices, or what are more commonly reffered to as "high performance work practices" enhances overall organizational practices. It was determined in a 1995 study that extensive recruitment and training procedures, incentive compensation and increased employe involvment are assosciated with lower levels of turnover, higher productivity, and better financial performance.
With regard to identifying the ideal HR systemfor innovation, it may be that such a definitive HR model would be to rigid for the innovative organization and it’s constantly changing needs. A flexible combination of traditional and high-commitment practices, and others found to be contingent on a strategy of innovation, may be what organizations need to remain successfully competative.
Notes
1.H. Stephen Glenn, Developing Capable People
(Rockland CA: Prima Press 1989) 14-21
2.Martin Isenberg, "A Short History of Human Resource Management," Strategic Human Resource Management Readings, (January 1994) University of Massachusetts Press, 97
3.Peter F. Drucker, Management Challenges for the 21st Century, (New York: Harper-Collins, 1999) 17
4.Drucker, 112
5.Beer, Spector, Lawrence,Mills,Walton, Managing Human Assets ( London: Collier Macmillan, 1984) 49-55
6.Gary Dessler, Personnel Management, 4th Edition, (New Jersey: Prentice Hall, 1988) 706
7. Dessler, 323
8.Drucker, 154
9.R.P. Kalleberg, Social Perspectives on Labor Markets, (New York: Academic Press, 1991) 119-149
10.US Bureau of Statistics Data Base, http://www.stats.gov.public
11.Drucker, 189
12.Jan Nybor, "More Than a Few Good Men" Navy Times, 14 Sept. 1994, 16
13.Dessler, 388
14.Victor H. Vroom, Work and Motivation, (New York: Wiley, 1964) 350-367
15.Fredrick Herzberg, "One More Time: How Do You Motivate Your Employees?" Harvard Business Review, vol. 47 Jan-Feb. 1968
16.Pritchard, DeLao, Von Bergen, "A field Test of Expectancy – Valence Incentive Motivation Techniques," Organizational Behavior and Human Performance, vol. 15 no.2 April 1976 111
17.Dessler, 323-338
18.Beer, et al, 165-167
19.Tushman and O’Reilly, Winning Through Innovation, (Boston: Harvard Business School Press, 1997) 299
Biblography
Primary Sources
Collected Documents
Nybor, Jan.Navy Times, 14 Sept. 1994
Pritchard, DeLao, Von Bergen, "A Feild Test of Expectancy – Valence Incentive Motivation Techniques," Organizational Behavior and Human Performance vol.15
Herzberg, Fredrick, "One More Time: How Do You Motivate Your Employees?" Harvard Business Review vol. 47
Electronic References
US Bureau of Statistics Data Base
Books
Glenn, H. Stephen, Developing Capable People, Rockland CA: Prima Press 1989
Isenberg, Martin "A Short History of Human Resource Management," Strategic Human Resource Management Readings, (January 1994) University of Massachusetts Press
Drucker, Peter F., Management Challenges for the 21st Century, New York: Harper-Collins, 1999
Dessler, Gary, Personnel Management, 4th Edition, New Jersey: Prentice Hall, 1988
Kalleberg, R.P. Social Perspectives on Labor Markets, New York: Academic Press, 1991
Vroom, Victor H. Work and Motivation, New York: Wiley, 1964
Tushman & O’Rielly, Winning Through Innovation, Boston: Harvard Business School Press, 1997