Effective people practice management plays a pivotal role in driving organizational success and achieving high business performance. The management of human resources encompasses various models that organizations adopt to optimize their workforce and align it with strategic objectives. This essay examines different models of people practice management, including high commitment, high performance models, low cost/‘low road’ approaches, and hard and soft models. Furthermore, the relative merits of these models will be discussed, along with insights from the 7CO02 CIPD module.
High Commitment, High Performance Models:
High commitment, high performance (HCHP) models focus on developing a committed and engaged workforce, leading to improved business outcomes. These models prioritize employee involvement, empowerment, and a strong emphasis on employee development. By fostering a culture of trust, collaboration, and shared purpose, organizations can drive innovation, enhance productivity, and achieve sustainable competitive advantage. The HCHP model aligns with the CIPD module’s emphasis on strategic HR practices and its role in driving organizational performance (CIPD, 2021).
Low Cost/‘Low Road’ Approaches:
Low cost or ‘low road’ approaches to people practice management prioritize cost reduction and operational efficiency. These models often neglect employee well-being and engagement, resulting in increased turnover, reduced job satisfaction, and diminished productivity. While such approaches may yield short-term cost savings, they can have detrimental long-term effects on business performance. The CIPD module highlights the importance of considering the broader impact of HR practices on employee well-being and organizational performance (CIPD, 2021).
Hard and Soft Models:
The hard and soft models of people practice management represent different approaches to HR strategy and implementation. The hard model emphasizes measurable outcomes and aligns HR practices with business goals and performance metrics. It emphasizes efficiency, data-driven decision-making, and a focus on tangible results. Conversely, the soft model prioritizes employee well-being, empowerment, and qualitative measures such as job satisfaction and work-life balance. Both models have their merits, and organizations must strike a balance between the two to optimize business performance. The 7CO02 CIPD module provides a comprehensive understanding of the strategic role of HR and emphasizes the importance of aligning HR practices with organizational goals (CIPD, 2021).
Debates and Relative Merits:
The relative merits of these models are subject to ongoing debates in the field of HR management. Proponents of the HCHP models argue that employee commitment and engagement lead to higher levels of discretionary effort, increased productivity, and improved business performance. They highlight the positive impact of employee involvement, development, and recognition on organizational success. On the other hand, critics argue that prioritizing employee well-being and commitment may come at the expense of efficiency and cost-effectiveness.
Low cost/‘low road’ approaches, while aiming to reduce expenses, often result in negative consequences for employee morale, job satisfaction, and overall business performance. Organizations relying solely on cost reduction measures risk sacrificing the quality of their workforce and long-term sustainability.
The debates surrounding hard and soft models center on finding the right balance between efficiency and employee well-being. Organizations that solely adopt a hard approach risk alienating employees, leading to reduced motivation and engagement. Conversely, organizations that exclusively focus on the soft model may struggle to demonstrate tangible business outcomes and fail to meet performance targets.