Human Resource Development Models

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Table of Contents

Introduction
Comparison
References

Introduction

According to Dubrin (2009, p. 56) human resources are the most important resources of an organization. Their organization and development helps organizations achieve efficiency in task performance as well as objectives as laid down in their mission and vision.

Armstrong (2007, p. 78) says that the old model of human resource management that was prevalent in the last decades of the last century is fast fading. The model emphasized on the control element of an organization’s workers that was primarily undertaken by personnel management.

Though the method is still in use in a number of organizations, the concept of human resource development has been adopted by many organizations in the 21^st century. According to Armstrong (2007, p. 81), the new HRD is supported by new thinking that incorporates a strategic aspect where HRM managers have adopted compliance, and commitment based model as opposed to the traditional control based model. The two models will form the basis of analysis of HRD models in this paper.

These organizations show unique differences in the policy areas they touch as far as human resource and management and development is concerned.

Comparison

One of the areas that is differentiated under the two models is the job design and description area (Reilly & Williams, 2006, p. 84). In control based HRD, there is subdivision of work where employees tend to have specific job responsibilities with accountability and planning separated from implementation.

On the other hand, commitment or compliance based model allocated employees broader job responsibilities with combined planning and implementation functions (Lundy, 1994, p. 687). Additionally, the commitment based HRD model stresses on teamwork as opposed to individual work as is the case with control based HRM models (Reilly & Williams, 2006, p. 84).

Management organization is another area where these two models show unique differences (Reilly & Williams, 2006, p. 84). Control based HRD model stresses on top down control and coordination. It also emphasizes in hierarchy as well as status symbols like powerful directorship. Commitment based HRD model on the other hand has adopted flat structure where there are shared goals for coordination and control. The importance of status is also diminished under this structure (Lundy, 1994, p. 688).

The two models also differ on the compensation styles of the employees of an organization (Holbeche 1999, p. 34). Control based model implements a compensation and benefits plan that is based on the employee pay equivalent to the job he/she undertook. The model also emphasizes on job evaluation and appraisal of the employees as well as individual incentives.

Commitment based model on the other hand recognizes group achievements and rewards employees according to skill and other criteria that recognizes employee contribution. There is also an element of profit sharing in the commitment-based model where employees get rewards same as those of other stakeholders (Lundy, 1994, p. 694).

In control based HRD model, employee voices are curtailed (Holbeche 1999, p. 34). More often than not, the employees are unionized and the unions are for the primary purposes of bargaining and damage control. On employee voice, commitment based HRD stresses on mutual mechanisms that enhance communication and participation. The model is also flexible in the formation of mechanisms through which employees express their opinions on the running of the organization.

The management philosophy that dictates control based HRD is colonial in a way where the boss dictates what should happen. Additionally, management is the preserve of the stakeholders and not the employees. Stakeholders make all the decisions concerning the organization while employees just follow orders (Lundy, 1994, p. 700). Commitment based HRD model emphasizes the needs of the employee. The model recognizes that the employees’ needs are a means to the end hence they have to be taken care of.

The following table summarizes the comparisons of the two models

Policy component areas	Control based HRD	Commitment/or Compliance based HRD
Principles of Job design	Very differentiated sub-division, Specific job responsibilities, Responsibility accompanied by accountability. Separation of planning and implementation	Broad based emphasis in teamwork and combined planning.
Organization of the management	Emphasis in control and coordination though top-down chain of command approach, also emphasis on hierarchy and status	Utilizes an even structure that stresses shared goals, importance of chain of command reduced, control, and coordination not emphasized
Modes of compensation	Evaluation and appraisal given impetus, emphasis on individual incentives	Group sharing, emphasis on skills, and recognition of employee as important stakeholders through profit sharing
Employee- employer Relations	Trade unions used for bargaining and damage control	Mutual benefit based relations granting employees communication mechanisms and participation space, employee input valued.
Ideology/philosophy of management	Authoritative leadership that owes allegiance to stakeholders especially stockholders	Recognition of employees as important facilitators to the success of an organization

Adapted from: Personnel Management to Strategic Human Resource Development, International Journal of Human Resource Management Vol 5 pp 687-720

References

Armstrong, M. (2007). A handbook of human resource management practice. Koran Page Ltd, Philadelphia.

Dubrin, A. (2009). Essentials of Management. Cengage Learning, Mason.

Holbeche, L. (1999). Aligning human resources and business strategy. Elsevier, Oxford

Lundy O. (1994) From Personnel Management to Strategic Human Resource Development, International Journal of Human Resource Management Vol 5 pp 687-720

Reilly, A., & Williams, T. (2006). Strategic HR: Building the capability to deliver. Burlington: Gower Publishing Ltd.

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Human Resource Development Models

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Introduction

Comparison

Policy component areas

Control based HRD

Commitment/or Compliance based HRD