1. SUPERVISOR Dr.UMIT S. BITITCI
HRM PROCESS MODEL
FIGEN CAKAR, B.Sc., MSc
SUPERVISOR Dr.UMIT S. BITITCI
JANUARY 2001

2. CONTENTS Research Aim Background HRM Models from the literature review
Specific Research Objective
From study of HR Literature
Model Development
HRM Business Process Model
1st Version of HRM Business Process Model
2nd Version of HRM Business Process Model
HRM Business Process Model on IDEF0
Comparison of The Models
Investor In People Standard
Contribution
Future Work

3. AIM
To study Human Resource Management (HRM) as a business process in the manufacturing environment.

4. HR are key assets to the business. HR have a significant impact on
Background
EFQM EXCELLENCE MODEL
Conclusion
HR are key assets to the business. HR have a significant impact on
the business results. Therefore there is a need to understand HRM as a business process

5. Strategic management and environmental pressures
HR LITERATURE
Michigan Model of HRM
Strategic management and environmental pressures
Cultural
forces
Economic
Political
Organisation
structure
Mission and
Strategy
Human
resource
management

6. The human resource cycle
HR LITERATURE
Michigan Model of HRM
The human resource cycle
Performance
Selection
Appraisal
Rewards
Development

7. HR LITERATURE Harvard Model of HRM Human Resource System Rewards
Employee
influence
Work system
Human resource flow
Rewards

8. A map of the HRM territory
HR LITERATURE
Harvard Model of HRM
A map of the HRM territory
Stakeholder
Interest
Stakeholders
Management
Employee groups
Government
Community
Unions
HRM Policy
Choices
Employee Influence
Human resource flow
Reward systems
Work systems
Situational
Factors
Work force
characteristics
Business strategy
and conditions
philosophy
Labour market
Task technology
Laws and
societal values
Long-term
Consequences
Individual
well-being
Organisational
effectiveness
Societal
HR Outcomes
Commitment
Competence
Congruence
Cost-effectiveness

9. HR LITERATURE Guest’s Model of HRM
Policies Human resource outcomes Organisational outcomes
Organisational and job design High job performance
Policy formulation and Strategic planning / High problem - solving
implementation/management implementation
of change
Recruitment, selection and Commitment Successful change
socialisation
Appraisal, training and Flexibility / adaptability Low turnover
development
Manpower flows - through, up Low absence
and out of the organisation
Reward systems Quality Low grievance level
Communication systems High cost - effectiveness i.e.
full utilisation of human
resources

10. HR LITERATURE Warwick Model of HRM Inner context Socio-economic
Technological
Political-legal
Competitive
Culture
Structure
Politics/leadership
Task-technology
Business outputs
Objectives
Product-market
Strategy & tactics
Role
Definition
Organisation
HR outputs
HR flows
Work systems
Reward systems
Employee relations
Business strategy
content
HRM context

11. HRM MODELS GENERIC CLASSIFICATION
HRM LITERATURE
HRM MODELS GENERIC CLASSIFICATION
According to Legge we can identify 4 HRM models, namely :
Normative Model
Descriptive-functional
Critical-evaluative
Descriptive-behavioral
Tyson has identified 3 HRM Models
Descriptive Model
Analytical Model
Normative model
Storey has also identified 3 HRM models
Conceptual Model
Prescriptive or Normative Model

12. SPECIFIC RESEARCH OBJECTIVE
To use systems engineering approach to develop and test a business process model for HRM to clarify this confusion.

13. FROM STUDY OF HR LITERATURE HARD AND SOFT SYSTEM APPROACH TO HRM
“Hard” HRM emphasises the quantitative, calculative and
business-strategy aspects of managing the headcounts resource in as “rational” a way as for any other economic factor.”
“Soft” HRM traces its roots to the human relations school and emphasises communication, motivation and leadership.” (Story , London, 1989)

14. Through structured questionnaires
Model Development
Developed v1 of the Business Process model for HRM from literature
Validated the model through consultation with:
14 industrialists - HR specialist / function
8 HRM academics
Through structured questionnaires
Feed back from the consultation was used to develop v2 of the model.

15. 1ST VERSION OF HRM PROCESS MODEL”U B - P R O C E
IMPLEMENT
HRM STRATEGY
MONITOR IMPACT
ON BUSINESS
RESULT
MAKE HRM
STRATEGY c o n t a i s c o n t a i s c o n t a i s
Set
Objective
Control HR
Inc.Planning,
Monitor,Utilization
Monitor Impact on
Business Strategy A C T I V E S
Establish Current
Capabilities
Recruit
Assess
Select
Monitor Impact on
People Satisfaction
Plan
Train
Educate
Develop
Monitor Impact on
Manage Processes
Negotiate
Budget
Manage HR
Performance
Inc.review,appraisal
Monitor Impact on
Operate Processes
Manage
Redeployment
Monitor Impact on
Support Processes
Figen Cakar, Center for Strategic Manufacturing, 1998

16. 2ND VERSION OF HRM PROCESS MODEL”U B - P R O C E
2ND VERSION OF HRM PROCESS MODEL”
MAKE HRM
STRATEGY
IMPLEMENT
HRM STRATEGY
MONITOR IMPACT
ON BUSINESS
RESULT c o n t a i s c o n t a i s c o n t a i s
Set
Objective
Control HR
Inc.Planning,
Monitor,Utilization
Monitor Impact on
Business Strategy
People Satisfaction
Manage Processes
Operate Processes
Support Processes A C T I V E S
Recruit
Assess
Select
Establish Current
Capabilities
Train
Educate
Develop
Plan
Manage HR
Performance
Inc.review,appraisal
Negotiate
Budget
Manage
Redeployment
Set HR Policies
Negotiations for
Working Condition
Figen Cakar, Center for Strategic Manufacturing, 2000

17. HRM PROCESS MODEL ON IDEF0

18. HRM PROCESS MODEL ON IDEF0

19. HRM PROCESS MODEL ON IDEF0

20. HRM PROCESS MODEL ON IDEF0

21. HRM PROCESS MODEL ON IDEF0

22. HRM PROCESS MODEL ON IDEF0

23. COMPARISON OF THE MODELS
Michigan Model
Hard HRM
Focus on individual and organisational Performance
Based on strategic control, organisational structure systems for managing people
Concentrates on managing human assets to achieve strategic goals
Normative
Output focus
not clear
Harvard Model
Soft HRM
Focus on people
Based on Individual influence, Work system, Rewards, Human resource flow
Concentrates on outcomes for people
Analytical & Normative
Output focus
not clear
HRM Business Process Model
Hard
Focus on Business process and results
Based on developing business objectives to the HRM process and monitoring business results
Concentrates on business processes and outcomes for business
Normative
Process focus
Systems engineering approach

24. “The Investor in People StandardC L E S
PLANNING
ACTION
COMMITMENT
EVALUATION c o n t a i s c o n t a i s c o n t a i s c o n t a i s
The organisation is
committed to
supporting
the development
of its people
The organisation has
a plan with clear
aims and objectives
which are
understood
by everyone
Managers are
effective in
supporting the
development of
people
The development of
people improves the
performance of the
organisation, teams
and individuals I N D C A T O R S
People are
encouraged
to improve their own
and other people’s
performance
The development of
people is in line with
the organisation’s
aims and objectives
People learn and
develop effectively
People understand
the impact of the
development of
people on the
performance of the
organisation, teams
and individuals
People believe their
contribution to the
organisation is
recognised
People understand
how they contribute
to achieving the
organisation’s aims
and objectives
The organisation is
committed to
ensuring equality of
opportunity in the
development of
its people
Figen Cakar, Center for Strategic Manufacturing, 2000

25. 2ND VERSION OF HRM PROCESS MODEL”U B - P R O C E
2ND VERSION OF HRM PROCESS MODEL”
MAKE HRM
STRATEGY
IMPLEMENT
HRM STRATEGY
MONITOR IMPACT
ON BUSINESS
RESULT c o n t a i s c o n t a i s c o n t a i s
Set
Objective
Control HR
Inc.Planning,
Monitor,Utilization
Monitor Impact on
Business Strategy
People Satisfaction
Manage Processes
Operate Processes
Support Processes A C T I V E S
Recruit
Assess
Select
Establish Current
Capabilities
Train, Educate, Develop
IIP - Comprehensive
Plan
IIP _Some coverage
Manage HR
Performance
IIP_Some coverage
Negotiate
Budget
Manage
Redeployment
IIP-Limited coverage
Set HR Policies
Negotiations for
Working Condition
Figen Cakar, Center for Strategic Manufacturing, 2000

26. Contribution Clarify Confusion
Introduce system thinking approach in to the field
Introduce HRM as a Business Process
A generic Business Process model for HRM
Lessons learned the validation and testing

27. FUTURE WORK
Finalise detailed process
Finalise audit workbook
Test with collaboration companies
Analyse test results and learn from experience

28. Thank you