Flexibility in this case is not only concerned with

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Flexibility in this case is not only concerned with the need to achieve business objectives but also the need to treat its employees as fairly as possible. High Commitment This is concerned with the need to have both behavioral commitment, which is the ability to go an extra mile, and attitudinal commitment, which is reflected through a strong identification with the organization. Quality High-quality employees refer to issues of workplace learning and the need for the organization to have a capable, qualified and skillful workforce to produce high-quality services and products. Quality is based on the assumption that provision of high quality goods and services results from a quality way of managing people.
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Strengthen It clearly maps out the field of HRM and classifies the inputs and outcomes. The model is useful for examining the key goals usually associated with the normative models of HRM: strategic integration, commitment, flexibility and quality. Guest's constructed set of theoretical propositions can also improve our understanding of the precise nature of HRM and the nature of the link between HRM and performance and can be empirically tested by survey-based and case-study based research. Limitation It has been argued elsewhere that its weakness is that it defines HRM as a particular managerial style. Other critics have observed that Guest's model may simply be an 'ideal type' towards which Western organizations can move, thus positing 'somewhat unrealistic conditions for the practice of human resource management' which must subsequently be relaxed Further, it presents the HRM model as inconsistent with collective approaches to managing the employment relationship. 2.3.4. Model by John Sorey (1989) John Storey emerged to be one of the strongest proponents of HRM as a completely different discipline from the preceding disciplines embraced by the TPM approach. He believed that HRM is a holistic approach with a set of interrelated policies with an ideological and philosophical underpinning. Because of these ideological and philosophical aspects, HRM does not only stand distinctively outstanding from TPM but also emerges to be a much more humane approach to employment management. The model by John Storey is based on four aspects. 1. Beliefs and Assumptions The model is premised on the notion that HRM is based on a set of beliefs and assumptions, which makes it a distinctive approach. Fundamentally it is believed that it is the human resource among all the other factors of production, which gives the difference. Strategic Integration High Commitment Quality Flexibility Organizational Effectiveness
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Successful organizations are distinguished from the rest by the capabilities and commitment of the people who work for them.
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