What are the different types of models of strategic models of human resources?
Experts working in human resources departments are usually responsible for creating a positive work environment for employees. They participate in recruitment processes, develop packages of benefits, negotiate salaries, and make sure that all employees feel that they are appreciated by employers and motivated to do their best work. Strategic human resource management models often describe the ways of organizing human resources and how it is decided. Models express instructions on how employees communicate and manage, how they are compensated and how organizations develop their priorities and values. Some of the most common are models based on inspections and obligations.
The primary types of models are based on similar concepts. For example, in all models, it is necessary that the analyzes of the environment, goals and forces of the organization and department are constant. In other words, the evaluation of the efficiency of the model should continue during the operation of the department of human resources. Same way wouldThe successful model was supposed to encourage all employees for human resources to do their best and to adhere to the standards of quality and fair treatment.
If strategic human resource models are based on inspection, the department tends to have the structures from top to bottom. In most cases, the department of human resources or high -level managers have a high level who are responsible for communicating with managers and dictating employees for human resources about how they should act in adherence to standards and politicians. Human resources managers at a high level can delegate tasks to their workers and reward them on the basis of their performance. While employees usually have the ability to provide feedback in inspection models, they often have to go through managers first and often have a limited effect.
Models based on obligations, the other side also has a leader, alE can act as facilitators rather than high -level managers. Instead of dictating how employees should behave, the leaders in these models create regimes or places to communicate employees. Instead of being down from top to bottom, this kind of strategic model can be visualized as flat because employees are issued the same and can discuss their visions and ideas for organization and department of human resources.
When strategic models are based on obligations, the decision of the department is almost always in favor of employees. In control -based models, managers make the final decisions based on executive policies, even if criticism is opening. Models based on obligations, on the other hand, require the department's leaders to mention the content, motivation and success of their employees as the highest priorities.