英语论文网

* Widens the context of HRM to include employee influence, the organisation of work and the associated questions of supervisory style (Armstrong, 2003).

3.4.2 Disadvantages

* Fails to show corporate or business strategy as key determinant of HRM strategies and polices (Tyson, 2006).

* This model does not explain SHRM functions in a detailed way (Loosemore, Dainty and Lingard, 2003).

3.5 Best Practice: High Commitment Models

These models are tools which are used to enhance company's overall performance in improving employee spirits, behaviours, lowering labour turnover and absenteeism. The aim is to improve productivity, encourage high levels of expertise, and enhance quality and efficiency (Claydon et al. 2004). There are two approaches: the best practice SHRM and universalism. The best practice according to Guest (1989) has four objectives: strategic integration, commitment, flexibility, and quality. These objectives mentioned are required to achieve:-

* High job performance,

* Good problem solving among employees,

* Flexibility

* Lower employee turnover

Another model is Pfeffer's (1994): '16 HR practices for competitive advantage through people,' later changed to 'seven practices for building income by putting people first' (Appendix 9). This type of model signifies that HR enables organisations to adapt and innovate to gain a competitive advantage. With the universal approach, 'the concern is with how close organisations can get to the ideal of practices,' (Claydon et al. 2004) the assumption being that the closer a company gets, the better the company performs.

Other best practice models vary depending on the relationship of organisational performance. This can be seen in Appendix 10.

Limitations of best practice models are: difficulty in determining whether or not the HRM practices lead to enhanced organisational performance or whether it is the current financial position which leads to increases in performance. It is also very difficult to determine how organisations with tight financial control operate within highly competitive markets and how they can 'invest in some of the HR practices advocated in the best practice models' (Storey, 1995). Other limitations include: improved performance through efficiency and its tight financial control could be associated with the 'hard' HR policies as mentioned in Storey's 27 points of differences. According to Boxall and Purcell (2003) 'high commitment models tend to 'fudge' the question of pluralists goals and interests' (Boxall et al, 2003) which has also led to negative comments of how best practice models assist with the organisations overall performance.

4 Subway's Approach to Human Resource Management/Personnel Management

In this part we explore and critically evaluate Subway's Leicester based franchisee's HR practises an本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。