Loading presentation...

Present Remotely

Send the link below via email or IM

Copy

Present to your audience

Start remote presentation

  • Invited audience members will follow you as you navigate and present
  • People invited to a presentation do not need a Prezi account
  • This link expires 10 minutes after you close the presentation
  • A maximum of 30 users can follow your presentation
  • Learn more about this feature in our knowledge base article

Do you really want to delete this prezi?

Neither you, nor the coeditors you shared it with will be able to recover it again.

DeleteCancel

Best Practice VS Best Fit

No description
by

Michelle Breen

on 7 January 2015

Comments (0)

Please log in to add your comment.

Report abuse

Transcript of Best Practice VS Best Fit

Best Practice
Best Fit
Universalist Paradigm
Pfeffer 7 Key HRM practices
Guest four key HRM goals
Harvard
Employment Security
Targeted selection
Work place teams and dentralisation
High pay contingent and better rewards
Employee training
Reducing status differentials
Business information sharing with employees
The Harvard

Guest

Pfeffer's 13 Keys

"David" Guest is the only Anglo-Saxton model, Based on four key goals.
Stakeholder Interests
Situational Factors
HRM Policies
HRM Outcome
Long-term Consequences
By Michelle Breen
Best Practice VS Best Fit
The 'Best Practice' is based on universalism.
The assumption here is that a set of practices aimed at high commitment or high performance will benefit all organisations regardless of context.
Universalistic
Results in high and best possible performance
No matter what the organization/sector it WILL work
One best way
Comes in and out of fashion
"The Best Practice or the high performance work practices are described as HR methods and systems that have universal, additive, and positive effects on organisational performance"
Johnson (2000)
Best fit suggests that a close alignment between organizational strategy and different systems that it employs like the rewards will go along way in improving the efficiency of the organization
Focused around the immediate needs of an organisation. "More complex than universalistic argyments"
It depends on the context, changes and ajdusts to suit best.
Flexible and can vary over time
Helps achieve long term and short term goals
Foused around buiness needs / aims
High commitment management
High quality
Flexibility
Strategic Integration
Porters Three Generic Strategies
Cost Leadership -
E.g: Ryanair, Aldi, Lidl, & Deals
Cost for the customer is important

Differentiation -
Unique selling points
High quality products/services

Focus -
How you focus your business
What you provide
What you don't provide
Boston Consulting Group's Matrix
Star - Coke a Cola

Cash Cow - Apple Ipods

Question Mark - HMV

Dog - PC's
Miles & Snow's - Strategy HR Fit Model
Defenders - Organizations implementing a defender strategy attempt to protect their market from new competitors.

Prospectors - Organizations implementing a prospector strategy are innovative, seek out new opportunities, take risks and grow.

Analyzers - Organizations implementing analyzer strategies attempt to maintain their current businesses and to be somewhat innovative in new businesses.
Conclusion
Best Practice
First Model

Universalistic Model

Soft HRM

Not used by many organisations

One way - Straightforward

Best Fit
Envolved after Best Practice

Contingency Model

Works well with most due to its ability to change

HRM & Business strategy works well together
Full transcript