SIST - Strategic Human Resource Management

Traditional HRM

A historical, administrative approach to managing people, focused heavily on transactional tasks like payroll, record-keeping, and regulatory compliance.

Strategic HRM

An approach that aligns HR policies and practices with the overall strategic goals and mission of the organization to achieve competitive advantage.

High-performance HRM

A set of specific, internally consistent HR practices designed to maximize employee knowledge, skills, commitment, and motivation to achieve high organizational performance (e.g., extensive training, participation, performance pay).

Employee-centered HRM

An approach that prioritizes employee well-being, satisfaction, and development as the core goals of the HR function, often emphasizing work-life balance and fair treatment.

Contingency HRM

The idea that the most effective HR practices depend on (are contingent upon) various factors, such as the organization's strategy, environment, size, and technology.

Human resource

The people who staff and operate an organization; viewed as a valuable asset or capital.

Human resource management

The comprehensive set of policies, practices, and systems that influence employee behavior, attitudes, and performance (e.g., staffing, training, compensation).

Human resource development

A major component of HRM focused on improving the knowledge, skills, and abilities of employees through various activities to enhance long-term performance.

Training and Development

Activities within HRD focused on improving current job skills (training) and preparing employees for future job roles (development).

Organizational Development

A planned, system-wide process that uses behavioral science knowledge to improve an organization's effectiveness and health through long-range, cultural change efforts.

Clerical Model

An early, basic model where HR primarily performs administrative and record-keeping tasks (data entry, filing).

Counseling Model

A model where HR's main role is to advise and support employees and managers on personal, career, and conflict issues.

Industrial-Relations Model

A model where HR's primary focus is on managing the relationship between labor and management, often dealing with union contracts, grievances, and negotiations.

Control Model

A model where HR's role is to monitor and ensure employee compliance with rules, policies, and regulations.

Consulting Model

A modern, strategic model where HR acts as an internal expert, partnering with managers to solve complex people problems and drive strategy.

Alternative Clerical Model

(Likely a specific textbook's re-labeling of the Clerical Model). Emphasizes efficient, routine administrative support for the organization.

Legal Model

A model where HR's primary focus is on ensuring compliance with all employment laws and minimizing the organization's legal risk.

Financial Model

A model where HR practices are viewed and justified through a cost/benefit analysis, focusing on Return on Investment (ROI) for all human capital expenditures.

Managerial Model

A model where HR focuses on supporting and enabling line managers to perform their people-management functions effectively.

Humanistic Model

A philosophical model where HR emphasizes the dignity and growth of the individual employee and strives to create a positive, supportive work environment.

Behavioral Science Model

A model where HR practices are rooted in research and data from psychology and other behavioral sciences (e.g., using I/O psychology principles for selection and motivation).

Standard Causal Model of HRM

A general theoretical framework suggesting that HRM practices -> influence Employee Outcomes (e.g., attitudes, commitment) -> which lead to Organizational Performance (the "HRM Black Box").

8-Box Model by Paul Boselie

A framework that examines the complex relationship between HR, Strategy, and Performance through eight interrelated factors, emphasizing how context and perceptions influence outcomes.

HR Value Chain

A strategic model that views HR as a chain of activities: HR Practices -> create Effective Employee Behaviors -> which drive Operational Outcomes -> which ultimately result in Financial Outcomes (demonstrates HR's contribution to value).

The Harvard Model of HRM

A framework (developed by Beer et al.) that emphasizes the stakeholder interests and the long-term consequences of HR policy choices on employee commitment, competence, and cost-effectiveness.

Ulrich HR Business Partner Model

A highly influential framework (developed by David Ulrich) that divides the HR function into four distinct roles: Strategic Partner, Administrative Expert, Employee Champion, and Change Agent/Business Partner.