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I do hope this isn't to assist you in any assignment work! ;)
Simply, Hard/Soft HRM are contrasting approaches to human resource management.
As an example; a manager employing the Hard HRM approach (aka Michigan/Theory X) will be strict and assume employees are inherently lazy and will avoid responsibility whenever possible. They also believe that workers/employees have one reason to be in work: money. They are looking out for themselves only with no respect for organisational goals.
A manager employing the Soft HRM approach (aka Harvard/Theory Y) will be more lenient. They will trust the employees a lot more and gather opinion and take it on board. They also believe that workers/employees seek responsibility and come to work with the intention to impress and progress. They also believe that they have the organisations interests at heart and so they share common goals.
Obviously, this is extremely basic. Fortunately, they both work. Unfortunately, they don't work all the time in all situations.
Hope this helps. Such a tedious subject.
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What is the difference between Harvard and Michigan models of human resource management?
Hard vs Soft HRMHuman resource management is a vital function of any organization as people constitute an invaluable asset that needs to be harnessed to further the goals of the organization. Two contrasting theories of HRM have been put forward as an approach to tackle work force in a company that are called Hard HRM and Soft HRM. People are often confused between these two approaches as they lie on two extremes of management. This article will differentiate between the two styles of human resource management, hard HRM and soft HRM, with their pros and cons to enable managers to adopt a style that is a good mix of both.In fact HRM seems to be a vague concept, mostly because of conflicting views and theories proposed to define it. However, the good thing is that whether Hard or Soft HRM, both accept that human resources are critical for the success of any business. An organization gets competitive advantage over others only when it utilizes its human resources effectively, making use of their expertise, keeping them sufficiently motivated to achieve organizational goals.It was Storey in 1989 who elaborated on the Michigan and Harvard models on management (1960). Harvard and Michigan propounded theory X and Theory Y to explain two different styles of HRM. Theory X is a classic distrust approach of management where people are viewed as lazy working on their self interests. This approach says that the interests of company and employees are completely opposite and it is the duty of management to induce changes in the behavior of the employees to further company's goals. This is essentially a carrot and stick policy. Theory X focuses on the nature of the organization without paying any attention to the nature of the employees who are labeled as lazy. This approach regards people as machinery and it is the task of the management to make best use of them. This is Michigan model or Hard HRM.Theory Y is totally opposite to Theory X and perceives men as having emotions, feelings and motivations. They are not mere machines and take active interest in work as they achieve personal realization through work. Managers must try to keep their motivation high and enable them to realize their potential. This approach says that people are not inherently lazy and are in fact self responsible. They can be proactive and creative and management must encourage, and not coerce them to further the goals of the organization. This approach of HRM is called the Harvard model or Soft HRM.Unfortunately, neither of the two approaches of HRM work perfectly as neither represents reality because people can behave in different ways and cannot be categorized as machines or responsible fellows merely. This means that a good manager must adhere to a style of his own taking some points from Hard HRM and some points from Soft HRM to have an approach that is a good mix of the two and suits his requirements and personality.Hard HRM vs Soft HRM• Hard and Soft HRM are two contrasting styles of HRM• While Hard HRM focuses on the organization, Soft HRM focuses on the interests of the employees• Hard HRM sees people as lazy and merely resources to be utilized to further the goals of the organization. On the other hand, Soft HRM sees people as responsible and having feelings, emotions and motivation• Unfortunately neither approach works perfectly in reality and a good mix of both the styles must be adopted.
How do you prepare HRM report to HRM manager?
by using the propetys
What is means of M in HRM?
Management... HRM = Hotel and Restaurant Management
Difference between IceHRM and Orange HRM?
Orage Hrm is a very stable web app writen in PHP. Ice Hrm is a software written in PHP, Javascript using twitter bootstrap framework. Compared to Orange Hrm, Ice hrm is easy to extend and code is well structured. If you are a developer who want to create a custom Hrm app for a client IceHrm is the one to go with
What is the meaning of HRM?
human resource management-managing the people side of work-- hiring,firing,rewarding,training,sickness issues etc
Are soft and hard HRM approaches alternatives or complementary?
pwnage
What are the models of HRM?
There are two main models of HRM which are known as soft and hard models. The soft model pays attention to individual productivity while the hard model looks at the entire team's performance and objectives among other things. .
What is storey hard and soft model of human resource management?
A key concept is that of Hard and Soft HRM: Storey has differentiated between hard and soft outlines of HRM, typified by the Michigan and Harvard models correspondingly. 'Hard' HRM focuses on the supply side of human resources. It laid emphasis on costs in the structure of headcounts and places manage determinedly in the hands of management. Their position is to administer numbers effectively, keeping the personnel intimately matched with requirements in stipulations of both bodies and performance. 'Soft' HRM, conversely, stresses the human aspects of HRM. Its apprehensions are with communication and inspiration. People are led more willingly than managed. They are engaged in determining and realizing deliberate objectives.
What is Harvard Model Soft HRM?
HRM is generally considered to be either Hard or Soft where hard HRM is quantitative, calculative and treats people as a factor of production (an object). Soft HRM on the other hand draws from the Human Resource school of thought which treats people as strategic resources who can provide an organisation with strategic flexibility through being committed, innovative and working in a team so as to achieve a competitive advantage.The Harvard Model is considered to be more soft in nature because it views individuals as potential assets or humanassets rather than variable costs.
What is the difference between hard soft HRM?
soft hrm is the hrm approach that sees employees as valuable assets and means by which they can get competitive advantage and so therefore they believe in employee commitment and engagements. they could invest in employee by training them, building their careers etc. hard hrm on the other hand, sees the employee as cost and resources that they can use to get maximum returns. hence, they don't see the need of investing in them, rather the employees are being used as resources that they can get maximum returns from them.
What is the difference between Harvard and Michigan models of human resource management?
Hard vs Soft HRMHuman resource management is a vital function of any organization as people constitute an invaluable asset that needs to be harnessed to further the goals of the organization. Two contrasting theories of HRM have been put forward as an approach to tackle work force in a company that are called Hard HRM and Soft HRM. People are often confused between these two approaches as they lie on two extremes of management. This article will differentiate between the two styles of human resource management, hard HRM and soft HRM, with their pros and cons to enable managers to adopt a style that is a good mix of both.In fact HRM seems to be a vague concept, mostly because of conflicting views and theories proposed to define it. However, the good thing is that whether Hard or Soft HRM, both accept that human resources are critical for the success of any business. An organization gets competitive advantage over others only when it utilizes its human resources effectively, making use of their expertise, keeping them sufficiently motivated to achieve organizational goals.It was Storey in 1989 who elaborated on the Michigan and Harvard models on management (1960). Harvard and Michigan propounded theory X and Theory Y to explain two different styles of HRM. Theory X is a classic distrust approach of management where people are viewed as lazy working on their self interests. This approach says that the interests of company and employees are completely opposite and it is the duty of management to induce changes in the behavior of the employees to further company's goals. This is essentially a carrot and stick policy. Theory X focuses on the nature of the organization without paying any attention to the nature of the employees who are labeled as lazy. This approach regards people as machinery and it is the task of the management to make best use of them. This is Michigan model or Hard HRM.Theory Y is totally opposite to Theory X and perceives men as having emotions, feelings and motivations. They are not mere machines and take active interest in work as they achieve personal realization through work. Managers must try to keep their motivation high and enable them to realize their potential. This approach says that people are not inherently lazy and are in fact self responsible. They can be proactive and creative and management must encourage, and not coerce them to further the goals of the organization. This approach of HRM is called the Harvard model or Soft HRM.Unfortunately, neither of the two approaches of HRM work perfectly as neither represents reality because people can behave in different ways and cannot be categorized as machines or responsible fellows merely. This means that a good manager must adhere to a style of his own taking some points from Hard HRM and some points from Soft HRM to have an approach that is a good mix of the two and suits his requirements and personality.Hard HRM vs Soft HRM• Hard and Soft HRM are two contrasting styles of HRM• While Hard HRM focuses on the organization, Soft HRM focuses on the interests of the employees• Hard HRM sees people as lazy and merely resources to be utilized to further the goals of the organization. On the other hand, Soft HRM sees people as responsible and having feelings, emotions and motivation• Unfortunately neither approach works perfectly in reality and a good mix of both the styles must be adopted.
How explain Guest's model of hard-soft loose-tight dimensions of HRM?
The soft-hard dichotomy in HRM exists primarily within normative, or prescriptive, models of human resource management, rather than in what Legge (1995 b) terms the descriptive-functional or critical-evaluative traditions. The earliest examples where this terminology is used are in the work of Guest (1987) and Storey (1987; 1992). Guest (1987), in seeking to define HRM, identifies two dimensions, soft-hard and loose-tight. Similarly, Storey (1992) plots existing interpretations of HRM along the two dimensions of soft-hard and weak-strong. Although these two commentators draw heavily on the work of American HRM academics in drawing a distinction between the two forms-the Harvard model for the soft version (Beer et al, 1985) and the Michigan model for the hard version (Fombrun et al. 1984)--the terms 'soft' and 'hard' have not been used in the American literature, and the debates surrounding them have taken place exclusively in a British context (Hendry and Pettigrew 1990). Guest (1987) and Storey (1992) in their definitions of soft and hard models of HRM view the key distinction as being whether the emphasis is placed on the human or the resource. Soft HRM is associated with the human relations movement, the utilization of individual talents, and McGregor's (1960) Theory Y perspective on individuals (developmental humanism). This has been equated with the concept of a 'high commitment work system' (Walton 1985b), 'which is aimed at eliciting a commitment so that behaviour is primarily self-regulated rather than controlled by sanctions and pressures external to the individual and relations within the organization are based on high levels of trust' (Wood 1996: 41). Soft HRM is also associated with the goals of flexibility and adaptability (which themselves are problematic concepts, as we shall see in more detail later), and implies that communication plays a central role in management (Storey and Sisson 1993). Hard HRM, on the other hand, stresses 'the quantitative, calculative and business-strategic aspects of managing the "headcount resource" in as "rational" a way as for any other factor of production', as associated with a utilitarian-instrumentalist approach (Storey 1992: 29; see also Legge 1995 b). Hard HRM focuses on the importance of 'strategic fit', where human resource policies and practices are closely linked to the strategic objectives of the organization (external fit), and are coherent among themselves (internal fit) (Baird and Meshoulam 1988; Hendry and Pettigrew 1986), with the ultimate aim being increased competitive advantage (Alpander and Botter 1981; Devanna et al. 1984; Lengnick-Hall and Lengnick-Hall 1990; Miles and Snow 1984; Storey and Sisson 1993; Tichy et al. 1982; Tyson and Fell 1986).
What is the difference between hard and soft Human Resource planning?
There is a big difference between manpower planning and human resource planning. In HRP the managers concerned with motivating people - a process in which cost,numbers,control and systems interact and play a part. In Manpower planning the managers concerned with the numerical elements of forecasting supply,demand matching and control ,in which people are a part.
What is the meanong of AM?
the meaning of the HRM is hotel,restaurant and managenment this is for the course of the college so that they can has a course
What are the different perspective on Human Resource Management?
1) Normative PerspectiveThe normative viewpoint of HRM bases itself on the concepts of "hard HRM" and "soft HRM," on which the foundations of HRM rest. The perception of "Hard HRM" is the foundation for the traditional approach toward HRM. This concept traces its origins to the Harvard representation that links workforce management to organizational approach. Hard HRM stresses the connection of functional areas such as manpower planning, job analysis, recruitment, compensation and benefits, performance evaluations, contract negotiations, and labor legislations etc to corporate strategy. This implements organization interests over the employees' incompatible ambitions and interests. It views the workforce as unreceptive resources that the organization can utilize and arrange at determination. Soft HRM is identical with the Michigan replica of human resources and is the foundation of the contemporary approach to strategic HRM. This model considers human capital as "assets" more willingly than "resources" and lays pressure on organizational development, disagreement administration, leadership development, organizational culture, and relationship building as a means of increasing conviction and ensuring performance all the way through collaboration. This approach works under the supposition that what is good for the organization is also good for the employee.2) Critical PerspectiveThe critical outlook of HRM is a response against the normative awareness. This highlights some intrinsic contradictions within the normative perspective. This perception espouses a breach between expressions, as organizations claim to follow soft HRM policies when they in point of fact enforce hard HRM. A study by Hope-Hailey et al. (1997) finds that while most organizations maintain employees to be their most important assets and make many commitments for their wellbeing and development, as a matter of fact employers make compulsory a hard HRM-based tactical have power over, and the interests of the organization for eternity take priority over the personality member of staff.3) Behavioral PerspectiveThe behavioral perspective of HRM has its roots in the incident theory that considers employee behavior as the intermediary between strategy and organizational performance. This hypothesis holds that the reason of human resource interference is to be in charge of employee attitudes and behaviors to go well with the various strategies adopted to achieve the desired performance. This perception thus bases itself on the responsibility performance of employees instead of their skills, knowledge, and abilities. The role of HRM in such a context is to instill and strengthen such behavioral patterns in the workforce.4) Systems PerspectiveThe systems perspective describes an organization in terms of input, process, and output, with all these systems concerned in transactions with a immediate environment. The organized activities of employees comprise the input, the alteration of energies within the system at throughput, and the consequential product or service the productivity. An unenthusiastic criticism round provides communications on discrepancy.
What are the four different perspectives on Human Resource Management?
1) Normative PerspectiveThe normative viewpoint of HRM bases itself on the concepts of "hard HRM" and "soft HRM," on which the foundations of HRM rest. The perception of "Hard HRM" is the foundation for the traditional approach toward HRM. This concept traces its origins to the Harvard representation that links workforce management to organizational approach. Hard HRM stresses the connection of functional areas such as manpower planning, job analysis, recruitment, compensation and benefits, performance evaluations, contract negotiations, and labor legislations etc to corporate strategy. This implements organization interests over the employees' incompatible ambitions and interests. It views the workforce as unreceptive resources that the organization can utilize and arrange at determination. Soft HRM is identical with the Michigan replica of human resources and is the foundation of the contemporary approach to strategic HRM. This model considers human capital as "assets" more willingly than "resources" and lays pressure on organizational development, disagreement administration, leadership development, organizational culture, and relationship building as a means of increasing conviction and ensuring performance all the way through collaboration. This approach works under the supposition that what is good for the organization is also good for the employee.2) Critical PerspectiveThe critical outlook of HRM is a response against the normative awareness. This highlights some intrinsic contradictions within the normative perspective. This perception espouses a breach between expressions, as organizations claim to follow soft HRM policies when they in point of fact enforce hard HRM. A study by Hope-Hailey et al. (1997) finds that while most organizations maintain employees to be their most important assets and make many commitments for their wellbeing and development, as a matter of fact employers make compulsory a hard HRM-based tactical have power over, and the interests of the organization for eternity take priority over the personality member of staff.3) Behavioral PerspectiveThe behavioral perspective of HRM has its roots in the incident theory that considers employee behavior as the intermediary between strategy and organizational performance. This hypothesis holds that the reason of human resource interference is to be in charge of employee attitudes and behaviors to go well with the various strategies adopted to achieve the desired performance. This perception thus bases itself on the responsibility performance of employees instead of their skills, knowledge, and abilities. The role of HRM in such a context is to instill and strengthen such behavioral patterns in the workforce.4) Systems PerspectiveThe systems perspective describes an organization in terms of input, process, and output, with all these systems concerned in transactions with a immediate environment. The organized activities of employees comprise the input, the alteration of energies within the system at throughput, and the consequential product or service the productivity. An unenthusiastic criticism round provides communications on discrepancy.
What are the misconceptions of HR and what are the misconceptions of HRM?
What are the misconceptions of HRM?
