Chapter 3 Models and Theories of Human Resource Management

[Pages:32]Chapter - 3

Models and Theories of Human Resource Management

Chapter 03

Models and Theories of Human Resource Management

Introduction History of HRM theory was originated virtually in 1980 when the

Harvard School introduced the Harvard Analytic Framework. However, certain drastic changes occurred when machines and factory methods were introduced in early 1900s. Since machines were introduced for factories, employers expected high output minimizing labour cost. The process was leading to usher the Industrial revolution. When a machine required several workers to operate its different functions, some kind of supervisory and control procedures were necessary for managing the workers owing to the factors like how different duties are assigned among workers, worker relationships, communication, job division. Factory authorities began to draft rules, regulations, work time, job assignment procedures, pay structures and they further designed plans for getting a maximum out put of the labour through job specialization. This trend was influenced for the development of the theory called Scientific Management. Taylor, (1856-1915)' the father of scientific management, introduced several management principles. This is one kind of first theoretical approaches for HRM during that period. The second theoretical approach of HRM is the human relation school developed by Mayo^ (1880-1949) and Roethlisberger through their Hawthorne studies. Although, the above theories are not classified as HRM theories, they have a direct influence for the advancement of HRM theories. These organizational theories have been discussed in detailed at the end of this Chapter.

Many theories have been introduced to management discipline. Some are developed within the discipline and some are borrowed and applied from other disciplines like philosophy, psychology, education, sociology and natural sciences. In management literature, various terms have been used interchangeably for the term theory. Frequently, the model is used for a theory and other terms like approach, view, and system are used. In some basic books, it appears as principle (MOOLADHARMA) or school of thought (GURUKULA). Mostly, terms like principles and schools of thought are used

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for describing the general management theories. For getting a clear view, it is better to see how the two terms model and theory are defined in the management literature. According to Ghosh, Sharma and Raj^ model "is a term which causes some controversy, largely because there are so many forms from a scale model to a mathematical equation. Therefore, a model is any means of simplifying a statement, proposition or hypothesis, e.g. marketer's shorthand, such as organizational chart which reduces a complicated idea to a visually comprehensible statement. Thus, models can be simple statements, e.g. definitions, or theories for study or application. Models can also be [used] to construct formulae, hypothesis, programmes, or systems." Theory, according to Ghosh, Sharma and Raj" "a body of principles which enables us to approach the bewildering complexity and chaos of facts, select the facts significant for our purposes, and interpret that significance". Stoner and Freeman^ define theory "is a coherent group of assumptions put forth to explain the relationship between two or more observable facts and to provide a sound basis for predicting future events." Model is easy to comprehend whereas theory is not so. The researcher explores the fact that different books and articles in management literature have no unanimous consensus in using these two terms hence the usage of terminology is varied from person to person, text to text but the crux of the meanings are totally unaffected. This researcher is of the view that the term 'model' is very suitable for utilizing for a very clear and simple hypothetical statement or an illustration for deducing accurate conclusions and actions, while theory could be interpreted as genuine constituted abstract, about many facts which lead to some confusion however in the end leads us for a solid stance for achieving the expected target. A model is an explicit or concrete part of the theory whereas the theory is the implicit or abstract entirety of a model. In this perspective, a theory is entrenched in a model and therefore the implicit theory has to be construed from the explicit model. Out of these models and theories, only a few are discussed herein under. Since each model is underpinned a theory, the researcher attempts to explore and to design a name for each HRM theory. The fundamental principles and concepts rooted in each model are used for deducing a name for each HRM theory. Kandula* attempts to cumulate HRM theories applied in the world into one publication. He has collected about 300 HRM models developed by different persons. He

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illustrates models, tools, and techniques for the different functions of human resource practice.

3.1 Harvard Analytical Framework When tracing the definitive origin of the HRM and its theory, it

becomes an elusive exercise since the literature in management in published in USA and UK pose their own stances and some inclinations poise to their own countries. HRM is firstly appeared in 1950s in USA but it was proclaimed and applied in a study progranune introduced by the Harvard Business School in 1980. It paved a way to develop this concept very rapidly. In 1980s, Beer et aV explored the Harvard Analytical Framework for HRM. Most of the later theories in HRM were propounded on using certain elements of this Harvard Analytical Framework. Therefore, it could be considered as the brain child of other models and theories of HRM. The elements in later theories like stakeholder interests, the internal and external environments, policy choices, vision and strategies, certain soft views are embedded in this Analytical Framework (Figure 2).

Figure 2.Harvard Analytical Framework for HRM

^ r

Stakeholder Interests: shareholders management employees government unions

A

HRM policy choices Employee influence HRflow reward systems work systems

HR outcomes: commitment competence congruence cost effectiveness

t

Long term consequences: individual well being organizational effectiveness social well being

Situational

--?

Factors:

i i

workforce

^

characi eristics,

^

busine;>s strategy

and CO fiditions

manag in lent

philosc.pi

labour market

unions

task tec;h nology,

laws aiid social

values

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Beer and his colleagues believed that top managers have high responsibility in developing policies and practices of HRM in their organizations. A vision and philosophy should be implanted in the organization and the human component is to be considered as strategic resource. Harvard school stresses two important points that line managers have to accept more responsibility for ensuring the alignment of competitive strategy and adhere to HRM policies. The second point is that human resource in the organization should have a mission for fulfilling the objectives of the organization in a more coherent way. This idea conveys us for a team approach. BoxalP concludes the main qualities and characteristics of Harvard Analytic Framework are as thus

? bears stakeholder perspective ? mutual cooperation and commitment ? instead supervisory style, seeing HRM an employee influence Therefore, this model is composed of elements like mutual respect, mutual commitment, mutual responsibility and it relies with teamwork approach and certain elements in soft view of HRM. Descriptive theory emanates the wholesome coverage of HRM functions or their elements into one content and therefore based on this viewpoint, some may misinterpret the underpinned theory of Harvard Analytic Framework is the descriptive theory of HRM. Though the outlook of Harvard Analytic Framework seems to be an analogy of HRM functions. Beer et al attempts to analyze the fundamental elements instilled in HRM functions into micro-minute forces, emphasizing the utility and inter-relationships of those elements are so valid and reliable in achieving the objectives of HRM. Therefore, it is very clear that the underlined ideology of this model is the analytic theory of HRM. The present researcher feels that the above arguments are also demonstrating the most important aspect of social engineering is the principle of cohesion. The cohesive component is not something borrowed from the external environment but it is much innate human personality.

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3.2 Matching model Second HRM model i.e. matching model was developed by Fombrun,

Tichy, and Devanna' in Michigan school (Figure 3).

Figure 3.The Matching model

The human resource cycle

Rewards

Selection

w W

Performance (Output)

Appraisal (Assessment)

\

\ Development

Matching model ensures way to achieve the organizational objectives is the applying of above five major functions of HRM very effectively. The work and contribution of properly selected human resource has to be evaluated in using appropriate techniques. Some kinds of rewards have to be offered on the basis of results of appraisal and the performances of employees. According to matching model this process is totally dependent on the HRD procedures and programmes of the organization. It is believed that the whole of HRM is a cyclical process which every function is interdependent hence value of each function is very identical for acceding the organizational objectives. In matching model, it tries to encapsulate all key functions of HRM and to utilize in a more comprehensive manner. Therefore, the underlined ideology of this model could be termed as descriptive theory of HRM.

Some authors have classified models and theories of HRM into three kinds. According to Guest'" HRM theory has three categories like strategic theory, descriptive theory and normative theory. Hendry and Pettigrew" indicate that strategic theory which identifies key environmental influences on HRM or classifies HR strategy in relation to models of corporate strategy such as those produced by Miles and Snow'^ and Porter.'^ Strategic theory focuses the influence of both internal and external environmental forces are so

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excessive for HRM and therefore proponents of this theory believed using certain strategic approach to face challenges of these environmental forces. Putting it tersely in philosophical terminology, the model must score some flexibility in order to survive and to generate the out put. A model belongs to strategic theory must have two important viewpoints viz. assimilation and accommodation. Assimilation means the organization acquires experiences from both internal and external environments and in the process it should formulate potential strategies. Conversely, in accommodation, the organization should apply those strategies and its environment undergoes change as per the demands of the model. Mostly views and ideas of contingency theory have some conformity with the strategic theory.

As indicated by Beer et al'" descriptive theory describes HRM more inclusively by classifying the whole content of HRM functions. In this theory, whole HRM process is considered as a one element and the proponents assume that every aspect such as aims, objectives, vision, missions, policies and procedures, stakeholders etc belong to organization as ingredients for achieving the desired objectives. The matching model developed by the Michigan school, is a real example for the descriptive theory. Normative theory is more prescriptive in its approach. Walton'^ has developed ideas related to this theory advocating a mutual commitment approach, and the best - practice list of Pfeffer.'* Normative theory tends to apply certain principles which are deterministic and related with long-term perspectives. Walton'^ describes a model which composed of policies which promote mutuality, i.e. mutual goals, mutual influence, mutual respect, mutual reward, and mutual responsibility. This theory expects that policies of mutuality would enhance the quality and behaviour of human resource and it would lead for high commitment. A model belongs to normative theory is composed with certain carefully designed behavioural, attitudinal and moral principles. Ethical approach which is discussed below is another model which belongs to normative theory of HRM.

In theorizing HRM models, Delery and Doty'^ distinguish three kinds of HRM theories as follows (1) the universalistic, (2) contingency, (3) the configurational. Delery and Doty's review is a one kind of classification of whole literature of models and theories in HRM.

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3.3 The Universalistic theory "-- This is recounted with the term "best practice" and "high performance

work practices", and its underlying assumptions or arguments may seem somewhat simplistic:

i. That there is a linear relationship between human resource practices or systems and organizational performance.

ii. That best practices are universally applicable and successful. iii. That organizational success is best measured in terms of financial

performance indicators like profits, or by market share and sales levels. Osterman" Pfeffer^" and Huselid^' may be taken to represent those who bear universalistic perspective. Pfeffer argues, for example, that a greater use of sixteen specific practices, such as employment security, selectivity in recruiting, high wages, incentive pay, employee ownership, information sharing, participation and empowerment, teams and job-redesign, training and skills development, cross-utilization and cross-training, symbolic egalitarianism, wage compression, promotion from within, long-term perspective, measurement of practices, overarching philosophy. Proponents of universalistic theory believe that there is a universal practice to be remained with HRM. It is the best practice that any organization can adopt it anywhere and these proponents are against using culture, environment, heterogeneity of people and their behaviour. Therefore it is better if those proponents are classified as universalists and their ideology is as 'universally best practice theory or universalistic theory of HRM. From the above argument one may deduce that attempts are made to standardize the model so that its universalistic application is envisioned.

3.4 Contingency theory Theorists like Selznik, Burns and Stalker, Woodward, Lawrence and

Lorsch, Thomson^^ were the principal developers of this theory. According to Delery and Doty" the contingency theory, indicates that the relationship between the relevant independent variable and the dependent variable will vary according to such influences as company size, company age, technology, and capital intensity, the degree of unionization, industry sector, ownership and location. Contingency arguments imply potentially complex interactions

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