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Some frameworks of HR

HR Framework

Various Human Resource Development frameworks have come into existence in different forms and structures from different parts of world as a result of R&D on this subject. An Integrated HRD Systems Approach was evolved for Indian organizations at IIM, Ahmadabad by Pareek and Rao in 1975.

Pareek and Rao Framework(1975)

According to the framework Performance Appraisal, Potential Appraisal, Feedback and Counseling, Career Development- Career planning and Training & Development get distinct attention  as unique parts of an integrated system. The consultants differentiated HRD from other components of HRF. They recommended that HRF is to remain as a sub system of HRD and it’s integration with other two sub systems (personnel and administration and worker’s affair)   is to be done by the person at director level. For example Vice president Personnel and HRD.

In totality the Integrated HRD Systems Approach has the following elements

1> A separate and differentiated HR department with full time HRD staff.

2>6 HRD subsystems including OD.

3>Inter linkages between various subsystems.

4>The whole thing is based on 14 basic principles.

The Strategic HR Framework Approach by Ulrich and Lake(1990)

Business strategy, Organizational Capabilities and HR Practices are the three important element in this framework. They presented a frame work for HR professionals in terms of four key roles : 1> Management of strategic HR, 2>Management of firm infrastructure, 3>Management of the employee contribution and 4> Management of  transformation and change.

The activities for managing strategic HR includes aligning HR and business strategy, organizational diagnosis i:e  reengineering organizational processes, shared services i:e listening and responding to employees and ensuring capacity for change.

The Integrative Framework  by Yeung and Berma(1997)

They identifies three paths through which HR practices can contribute to business performances.

1> Building organizational capabilities.

2> Improving employee satisfaction.

3> Shaping customer and shareholder satisfaction.

Human capital Appraisal Approach by Friedman(1998)

According to this framework there are five stages in the management of  human capital 1. clarification stage, 2. assessment stage, 3. design stage, 4. implementation stage and 5. monitoring stage.

There are five areas of human capital management 1. recruitment, retention and retirement, 2. rewards and performance, 3. career development, succession planning and training, 4. organizational structure and 5. human capital enabler.

A 5×5 matrix using this stages and areas can be used to evaluate and manage the human capital.

HRD score card Approach by Rao (1999)

It says that HR interventions in order to make right business impact should be mature in terms of HRD system, competencies, culture and business linkages. They are assessed through a well formulated HRD audit.

P-CMM Approach by Curtis and team(1995)

The People Capability Maturity Model was developed for software organizations. The strategic objective of this framework  is

1> Improving capability of the organizations by increasing capabilities of  the workforce.

2> Ensuring that a perticular capability is an attribute of an organization rather than that of a few individuals.

3>Aligning the motivation of individuals with that of the organization.

4> Retaining  human assets i;e people with critical knowledge and skill.

Some frameworks of HR

Various Human Resource Development frameworks have come into existence in different forms and structures from different parts of world as a result of R&D on this subject. An Integrated HRD Systems Approach was evolved for Indian organizations at IIM, Ahmadabad by Pareek and Rao in 1975.

Pareek and Rao Framework(1975)

According to the framework Performance Appraisal, Potential Appraisal, Feedback and Counseling, Career Development- Career planning and Training & Development get distinct attention  as unique parts of an integrated system. The consultants differentiated HRD from other components of HRF. They recommended that HRF is to remain as a sub system of HRD and it’s integration with other two sub systems (personnel and administration and worker’s affair)   is to be done by the person at director level. For example Vice president Personnel and HRD.

In totality the Integrated HRD Systems Approach has the following elements

1> A separate and differentiated HR department with full time HRD staff.

2>6 HRD subsystems including OD.

3>Inter linkages between various subsystems.

4>The whole thing is based on 14 basic principles.

The Strategic HR Framework Approach by Ulrich and Lake(1990)

Business strategy, Organizational Capabilities and HR Practices are the three important element in this framework. They presented a frame work for HR professionals in terms of four key roles : 1> Management of strategic HR, 2>Management of firm infrastructure, 3>Management of the employee contribution and 4> Management of  transformation and change.

The activities for managing strategic HR includes aligning HR and business strategy, organizational diagnosis i:e  reengineering organizational processes, shared services i:e listening and responding to employees and ensuring capacity for change.

The Integrative Framework  by Yeung and Berma(1997)

They identifies three paths through which HR practices can contribute to business performances.

1> Building organizational capabilities.

2> Improving employee satisfaction.

3> Shaping customer and shareholder satisfaction.

Human capital Appraisal Approach by Friedman(1998)

According to this framework there are five stages in the management of  human capital 1. clarification stage, 2. assessment stage, 3. design stage, 4. implementation stage and 5. monitoring stage.

There are five areas of human capital management 1. recruitment, retention and retirement, 2. rewards and performance, 3. career development, succession planning and training, 4. organizational structure and 5. human capital enabler.

A 5×5 matrix using this stages and areas can be used to evaluate and manage the human capital.

HRD score card Approach by Rao (1999)

It says that HR interventions in order to make right business impact should be mature in terms of HRD system, competencies, culture and business linkages. They are assessed through a well formulated HRD audit.

P-CMM Approach by Curtis and team(1995)

The People Capability Maturity Model was developed for software organizations. The strategic objective of this framework  is

1> Improving capability of the organizations by increasing capabilities of  the workforce.

2> Ensuring that a perticular capability is an attribute of an organization rather than that of a few individuals.

3>Aligning the motivation of individuals with that of the organization.

4> Retaining  human assets i;e people with critical knowledge and skill.

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