Research Paper

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Table 1.3 Components of high commitment and low commitment HR strategies, p. 31

Reference: The Strategic Managing of Human Resources, 2nd Edition, Leopold, 2009

 

  COMPONENTS OF LOW COMMITMENT COMPONENTS OF HIGH COMMITMENT
Definition Follow “hire and fire” principles with employees being acquired at the point when they are immediately needed. Employees are allocated to tasks for which they need very little training and being terminated when those tasks no longer needed. The working relationship is at an “arms length” and often a calculatingly instrumental one. Follow the “best practice’ HR model with the employer seeking a close relationship with employees who become emotionally involved with the company. Opportunities for personal and career development are built into people’s employment, which is expected to continue over a long term period, potentially covering a variety of tasks.
Culture · Rule-based

· Emphasis on authority

· Task focused

· Mistakes punished

 · Shared values

· Emphasis on problem solving

· Customer focused

· Learning from mistakes
Structure · Layered hierarchy

· Top-down influence

· Centralization

· Mechanistically bureaucratic (rigid)

 · Flat hierarchy

· Mutual (top-down/bottom-up) influence

· Decentralization/devolution

· Organically bureaucratic (flexible)
Job Design · De-skilled, fragmented jobs

· Doing/thinking split

· Individual has single skill

· Direct control of individual by supervisor

 · Whole, enriched jobs

· Doing/thinking combined

· Individual multi-skilled

· Indirect control within semi-autonomous teams
Performance

Expectations

 · Objectives met to minimum level

· External controls

· External inspection

· Pass quality acceptable

 · Objectives “stretch” and develop people

· Self-controls

· Self/peer inspection

· Continuous improvement in quality sought
Rewards · Pay may be varied to give individuals incentives

· Individual pay linked to job evaluation

 · Pay may be varied to give group performance

· Individual pay linked to skills, “mastery”
Communica-tion · Management seek and give information

· Information used for sectional advantages

· Business information given on “need to know’ basis

 · Two-way communication initiated by any party

· Information shared for general advantage

· Business information widely shared
Employment relations · Adversarial

· Collective voice

· Win/lose

· Trade unions tolerated as inconvenient constraints

 

 

· OR unions used as convenient intermediaries between managers and employees

 · Mutual

· Individual

· Win/win

· Unions avoided OR unions increasingly by-passed in the hope of their eventual withering away

· OR unions involved in partnership relations with employers to give a “voice” to employees in working towards employment security, innovative work practices, fair rewards and investment in training
Employee Develop-ment · Training for specific purposes

 

· Emphasis on courses

· Appraisal emphasizes managerial setting and monitoring of objectives

· Focused on the job

 · Training to develop employees’ skills and competence

· Continuous learning emphasis

· Appraisal emphasizes negotiated setting and monitoring of objectives

· Focus on career
HR Department · Marginal, and restricted to “welfare” and employment administrative tasks

· Reactive and ad hoc

· Staffed by personnel specialists

 · Integrated into management, and working as “partners” with other managers

· Proactive and strategic

· Staff interchange with the “line” or other functions
 
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