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.

University Degree Business and Administrative studies

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.

The main section of the model outlines four HR policy areas:

Human resource flows – for example recruitment, selection, placement, promotion, appraisal and assessment, promotion, disciplinary
Reward systems - such as: pay systems, motivation, etc.
Employee influence - delegated levels of authority, responsibility, power to different staff
Work systems - definition/design of work and alignment of people.

The above areas then lead to the four HR outcomes, which have to be accomplished:

- Commitment to the organisation/ aims and objectives

- Congruence between the policies

- Competence throughout the organisation

- Cost effectiveness

The long term consequences would then be dependant on how effective the HR policy and HR outcomes are which in turn would go back to the effect on the stakeholders for example dividends, bonuses, projects and policy changes etc

The model has evolved through different takes on the model by different theorists. Guest adds the following four amendments to the original model:

strategic integration- the aptitude of the organisation to put together HRM in to the future strategies
high commitment- mainly recognises behavioural commitment and attitude to achieve the goals
high quality- quality of all management behaviour which will affect overall performance of the produce/ service
flexibility- having an adaptable hierarchy tolerant of change and development

The four additions to the model distinguish the connection between: HRM aims: HRM policies: HRM outcomes.

BURKE-LITWIN MODEL – (CAUSAL MODEL OF ORGANIZATIONAL PERFORMANCE AND CHANGE)

The litwin model (fig1.2) highlights clearly the links between the operational environment of change. The model shows how certain characteristics of the environment that affect other elements. Litwin advise that there are certain consistent links amongst the environment.

This is a preview of the whole essay

The model consists of two main sections consisting of transformational and transactional characteristics in change. According to the model theory: the transformational change happens in response to the external environment which then directly affects the mission, strategy, leadership and culture within the organisation which then links on to affecting the structure, systems, and management practices. For example a leadership management style such as an autocratic style would define the transactional characteristics of the management practices i.e. an autocratic style would be reflected in the strict procedures and policies that would be in place.

Once a majority of the transformational and transactional factors are linked they will, according to the model, affect the level of motivation which in turn affects the level performance output and quality.

Fig1.2

Source:

MODELS IN CONTRAST

The main advantages for the HRM model are that it incorporates recognition of stakeholder interest and that it explores the context of HRM to include employee influence, the organisation of work and management style.

The Litwin model recognizes many of the same characteristics as the HRM model for example both recognize how external factors such as stakeholder interests can affect HRM procedures.

Both the models can also be applied to similar circumstances for example they can be used for analysing understanding and analysing organizational change, managing and predicting organizational change in relation to HRM practices and procedures.

The litwin model integrates more change factors than the Harvard model for example individual skills are taken into account whereas the Harvard model is more general with stakeholder interests.

Both models allow an option of varied starting points as there are different factors that will mutually affect HRM operations. The hierarchy and links between the elements are more visible in the Litwin model which allows for more in depth analysis.

The limitations of the Litwin model are the fact that it can be seen as a complicated model highlighting the internal influences more so than the external.

MANAGING CHANGE

Either one of the models described previously can be used to help manage change within an organisation. i feel the most appropriate model from the two to manage change effectively would be the Litwin model. This is because it takes in to account more key internal factors that will affect a change more so than the factors mentioned in the Harvard model. For example in the Harvard model there are only four HR outcomes which therefore restrict change, where as with the Litwin model there are no specific outcomes which allow the model be constantly managing different changes in the same environment.

Relocation in relation to the BBC has shown a great deal of change throughout the different characteristics that have been identified by the Litwin model.

The transformational elements such as mission and strategy, leadership and organizational culture have been highlighted in the case study for major change. The whole out look of the BBC has changed in the process of the move for example cultural changes due to the international expansion such as the launch of Arabic TV. One of the key strategy changes mentioned is the fact that the BBC now wants to “do more with less” as well as keeping up with customer expectations. This is a key area that will bring in a lot of changes such as the job cuts, change in culture and the working environment.

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. This can be analysed prior to the move to accommodate and plan for expected or desired procedures to tie in with the new environment. For example in relation to the change and advancement of technology legal policies and procedures would have been assessed before the change.

The work unit climate element would bring in concerns such as the staff requirements for example the “domestic” issues such as eating, shops , café facilities etc other work unit climate issues would be the change of working ethos and culture change. Both tangible and intangible issues would have to be raised and addressed before the change.

Motivation of staff in the new environment would create concerns such as conformation of staff in their new environment and they will be managed and motivated in the new circumstances. This is vital for the BBC to ensure staff are as productive as they previously were otherwise output and quality would be affected.

Tasks and individual skills and individual needs of the staff must be met if the staff are to migrate with the company. These elements of the model will allow the BBC to plan how changes are to be delegated to staff to achieve the “more work with less” strategy. If the staff are to be reduced then the responsibilities of the remaining staff would be increased.

The main advantage of using the model is the fact that it can help plan and prepare the organisation in al aspects of the change – especially in the internal environment which is the key area to ensure productivity is either improved or has remained the same throughout the process of migration.

RELOCATION

Relocation of the BBC will bring many obstacles to overcome from financial to the transport and migration of staff. One of the key issues that will arise because of the move would be developing management to meet the needs of the change.

Management relocation would be restricted due to the inconvenience caused because of the migration to a different area which would prevent the BBC from having all of the manager’s part of the move. As the managers will be reduced the BBC would need to ensure that other management staff are developed and that they collectively reflect the new culture of operation within their new environment.

The development of managers is a key area that would have to be planned for in advance in order to ensure the staff are managed appropriately through the change.

There are three common approaches to management development:

Natural selection, this is probably not the most appropriate to employ through a relocation process as it allows the staff to be put directly in the change and waits for the “fittest” and “natural” managers to arise. This is time consuming and will hinder the process as managers would not be there to manage the initial chance.

Programmatic is probably the most appropriate as it allows the BBC to instil a common understanding of desired culture and management styles that the BBC wants to employ. It allows the company to have their desired calibre of management throughout the change which will ensure a smoother relocation process.

Crown prince/ princess is another appropriate approach that involves grooming of identified high flyers, however this is restricted as the relocation would not involve all the current high flyers, therefore this may be more appropriate to employ after the relocation has been completed. This approach would be more appropriate for the support of a development and extension phase.

The Litwin model accounts for management practices and leadership which will define the most appropriate approach. If the model is used to plan prior to the actual change policies and procedures can be manipulated to house the preferred approach.

DIVERSITY

The case study highlights the need for a major push to bring in a more diverse workforce as the BBC has been described by a previous director - general as being “hideously white” . The main change needed is a primary visible different such as a workforce representative of different ages, genders, disabilities, ethnicities race and religions. There are also secondary intangible diversity issues that would need to be reflected such as cultural values, personal ethics and principles which will have to be appropriately managed to either fit in with the company ethos or to help bring about change and innovation.

Although there are legislations in place to help ensure fair treatment of staff from different segments of the communities it is an issue that can be easily overlooked.

The litwin model does take in to account the importance of individual needs and values as well as individual skills. This will enable the plan of change to accommodate the needs for different individuals for example a prayer room need for Muslims or time off for religious occasions.

The model highlights specifically individual needs and values which will differ from the current state of operation therefore planning an appropriate management style and culture is vital to help diversity settle in.

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.