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Compare and contrast two models of HRM, one of which must be the Harvard model beer et al In contrast I will be using the Harvard Framework for HRM and the Burke-Litwin model.

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HUMAN RESOURCE MANAGEMENT AND ITS ENVIRONMENT COMPARE AND CONTRAST TWO MODELS OF HRM, ONE OF WHICH MUST BE THE HARVARD MODEL BEER ET AL In contrast I will be using the Harvard Framework for HRM and the Burke-Litwin model. I will begin with a brief introduction of both models followed by the contrast between the models and in conclusion will be discussing how either of the models will best prepare an organisation for change. THE HARVARD FRAMEWORK FOR HRM (BEER ET AL): Source: Google images The Harvard model takes in to account all major stakeholders within a particular environment such as HRM and establishes how these would need to be recognised and taken in to account when setting up policies and procedures. The model highlights how the different segments of the environment will effect the HRM operations. For example government legislations would have to be taken in to account and would define legally required procedures, which would become the HR policies such as the HR flow type and work systems, which would then affect issues such as competence as staff may need training and development to meet the policy needs. This would then have a long term effect on the performance, well- being and development of the individuals and the company which would in turn affect other stakeholders and situational factors. ...read more.


The Litwin model goes on to take in to account the transactional elements which are: - Management practices - Structure - System policies and procedures - Work unit climate - Motivation - Tasks and individual skills - Individual needs and values All the areas are key to the change as they will define the overall success of the change. With regards to best preparing the organisation for change the areas can be planned for and thoroughly analysed prior to the actual move. Looking in to new management practices would prepare the BBC for the new culture it wants to implement for example as mentioned in the case study the open plan work area with at "hot desk" policy would need new management protocol thus changing the management practices. The hierarchy would also be greatly changed not only due to the job cuts and redeployment but the development of current staff in the new premises would also change the current structure. In the case study it is mentioned that there has been an introduction of initiatives such as the leadership and development schemes focusing on creating better leadership and management which will empower more staff and create a different structure to what the staff have been used to prior to the move. System policies and procedures are always being adapted to suit the changes in the external environment. ...read more.


As the BBC is a public company it is imperative that it reflects the diversity of the country's nationals as they are paying their license fees just like every other individual however can see that the output is not as supportive of the communities. Culture is a key area that will retain and develop diversity as it will be the main link between the staff and their operating environment. If the culture is supportive then the BBC could easily achieve a diverse workforce however as the previous staff have been alienated to diversity at the BBC the management would need a specific strategy to curb and problems caused from other staff not accepting of change. CONCLUSION In conclusion: diversity and relocation encompass a key area of the change process. There are many different change management models that can be used, however I found the Litwin model appropriate to analyse and plan the change process. From the case study it does seem that the BBC has the change under control however in reality there would be many more problems and obstacles that the management would have to overcome. On one last not I do feel a change could be made to the Litwin model to allow for unforeseen circumstances and problems that can and may occur such as failed technology as this could be detrimental to the whole change policy. Unforeseen circumstances would allow for acknowledgement of high risk problem occurrence and can help management plan in contingency to ensure a better quality of the process. ...read more.

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