1. The role of HR

2. Comparative HRM: Theory & Practice

3. Universalism vs Contextual
Universalism-Contextual debate
Is there a best practice approach?
Convergence as a 3rd alternative

4. Contextual Model of HRM
International Context
Includes:
International Agreements
Corporate Strategy
National Context
culture
political/legislative
economic
social
patterns of ownership
etc.
HRM Strategy
integration
devolvement to line
employment policies
involvement policies
reward policies
work systems etc.
National HRM Context
education/training
labor markets
trade unions
industrial relations
HRM Practice
selection
performance
appraisal
rewards
development
communication etc.
Environment
Organization
Contextual Model of HRM

5. Administrative Expert
People
Employee Champion
Change Agent
Operational Focus
Strategic Focus
Administrative Expert
Strategic Partner
Process
Ulrich’s conceptual framework is based on two main dimensions. The first axis reflects the competing demands of future focus (strategic) and present focus (operational). One end of the axis represents an emphasis on strategic matters whereas the other represents a complementary focus on operational matters. The second axis reflects the conflicting demands created by the activities HR people engage in. One end of the axis represents a focus on people while the other represents a focus on process. From the juxtaposition of these two dimensions the four types of HR roles emerge. The four roles have been defined as strategic partner change agent administrative expert and employee champion.
HR Role Framework
Source: Conner J. Ulrich D. (1996). “Human Resource Roles: Creating Value Not Rhetoric” Human Resource Planning September

6. Development Selection Performance Appraisal Rewards
Emphasis is placed on how to best match and develop appropriate HRM systems to business strategies. The systems that Formrun et al. (1984) felt to be the most important in achieving this match were selection performance appraisal rewards and development
The Michigan Matching Model of HRM

7. Stakeholder
interests
Shareholders
Management
Employee groups
Government
Community
HRM Policy
Unions
Choices
Long-term
Employee
HR Outcomes
consequences
influence
Commitment
Human
Individual well
Competence
being
Resource flow
Congruence
Reward systems
Organizational
Cost
effectiveness
Situational
Work systems
effectiveness
Societal well-
factors
being
Work force
characteristics
Business strategy
and conditions
Management
philosophy
Labor market
Unions
Task technology
Laws and societal
values
The Harvard Model of Human Resource Management

8. Role of HRM departments
Differing roles in different countries.
Some more administrative some more strategic
As some of the administrative work is outsourced or computerised, there can be more emphasis on strategic role.

9. Role of HRM department Is it represented on the board of directors
Is it involved in strategic management
Where was the HR manager recruited

10. Moving from a centralised to decentralised HR model
Trend towards management through cost-centre profit-centre based approach
Line managers are more in contact with employees. They have the main responsibility for performance.
Issue of responsiveness to customers.
A move towards reducing overhead and realtime staffing.

11. Pressures slowing the devolvement to line managers
Line managers not enthusiastic to take on HR activities
Line managers may regard HR activities as a lower priority
Not enough training and support to line managers in HR duties

12. Integration and devolvement
Degree of integration of HRM into business strategy
Degree of devolvement: the degree to which HRM practive involves and gives responsibility to line managers rather than personnel specialits

13. Mechanics (low integration and low devolvement)
Specialist, but limited skills and interests of HRM practitioners.
Professional personnel manager with higher’ imperatives than the organization. Belief that specialist knowledge is beyond the scope of untrained people.
Focus on the mechanical requirements of the function.
Increasing isolation from strategic interests of the organization.

14. wild west (low integration and high devolvement)
Individual manager free to develop his/her own employee relationship. lncreased power to hire and fire, reward and develop employees. Potential for incoherence, inconsistency and strong employee reactions.

15. Guarded strategists (high integration but low devolvement)
Specialists powerful figures in the organization.
Close liaison with senior managers to develop strategy.
Large and influential departments with centralized control of policies.
Better line managers frustrated with lack of control, poor managers welcome lack of responsibility.

16. Pivotal (high integration and high devolvement)
Senior personnel managers act as catalysts, facilitators and co-ordinators.
Small, but powerful departments.
Monitoring of and internal consulting on HRM developments.
Responsibility and authority devolved to the line.
Problems with resourcing high-calibre business- orientated HRM managers.