warwick model by Maricel G. Tangonan: Ph D. Development Education

warwick model in human resourse

1. HUMAN RESOURCE MANAGEMENT: WARWICK MODEL

2. Slide Title COURSE OUTLINE D escribe the Warwick Model of Human Resource Management Identify the elements of Warwick Model of HRM Explain the uses of Warwick Model in organization

3. Warwick Model of HRM the Warwick Model was developed by the Centre for Strategy and Change at Warwick University in the early 1990s.

4. Warwick Model of HRM Developed from Harvard Model, it emphasizes analytical resource management. It also recognizes the impact of the role of the HR function on human resource strategy content.

5. Warwick Model of HRM The researchers who developed the model, Hendry and Pettigrew.

6. Warwick Model of HRM It focused their research on mapping the context, identifying an inner (organizational) context and an external (environmental) context.

7. Warwick Model of HRM It takes into an account the importance of organizational learning in the strategy and thereby incorporates Mintzberg’s model of emergent strategy formation rather than a purely top down rational planned approach.

8. FIVE ELEMENTS OF WARWICK MODEL outer content inner content Business strategy context HRM Context HRM Content

9. It takes cognizance of business strategy and HR practices, the external and internal context in which these activities take place and the processes by which such changes take place, including interactions between changes in both context and content.

10. The strength of the model is that it identifies and classifies important environmental influences on HRM. It maps the connections between the outer (wider environment) and inner (organizational) contexts, and explores how HRM adapts to changes in the context. The implication is that those organizations achieving an alignment .

11. STRENGTHS maps the connection between inner and outer context adapts to changes in context emergent business strategy Organizational learning alignment of internal and external contexts for success WEAKNESSES Internal HR practices links with business outputs and performance are not developed emergent strategy can be anarchical ( John Bratton and Jeffrey Gold, 2008)