Briefly explain Rothwell and Kazanas’s model of SHRM (Review question 9:
End of chapter 4 of the prescribed book)
The answer to this question can be found in the section titled “General SHRM models”and figure 4.5.
The model of Rothwell and Kazanas creates a framework for the inclusion of human resources as
an integral part of the total business strategy. The model is interactive and integrative and at each
step permits the exchange of both data and feedback. It is important to note that although the
model might create the impression that human resources are a separate element to be integrated
into the company strategy, this is not the case. There can be no company strategy without the
inclusion of human resources.
The model that any type of company can implement consists of the following steps:
Step 1: Link the purpose, goals and objectives of the HR department and/or HR plan to the organisation’s
purpose, goals and objectives.This step is necessary if the HRM process is to be goal directed. Without a
proper understanding of where the organisation is going, it will not be possible to provide the necessary
support.
Step 2: Assess the present status of HR in the organisation by analysing the following:the work done in
jobs, positions or job categories;the people in the jobs, positions or job categories; and the HR
department. The HR process directly affects the functioning of the organisation through the work that is
done, the people performing the tasks and the HR department structure. It is thus important to identify
where the organisation stands on these issues at present.
Step 3: Scan the environment to assess:how jobs, positions or job categories will change over time;how
people in those jobs, positions or job categories will have to change overtime to keep up with the job
changes; and how the HR department will be affected by changes inside and outside the organisation
over time. In order to function successfully within a turbulent environment one must continuously scan
the external environment. This must be done to identify potential threats and opportunities that have an
impact on the management of the company’s human resources. Changes taking place in the economic,
technological, social, political, legal geographical and cultural spheres (as well as the labour market) must
be monitored for their impact on the jobs to be performed, the people in those jobs as well as the
functioning of the HR department.
Step 4: Compare the present work being done in jobs with expected work that will probably be done in
future and compare the present people doing the work with those who will be needed in the future (the
result is a planning gap in the work force). The identification of the gap that exists between where we are
now and where we want to be is absolutely essential for planning purposes. Without this information the
development of suitable HRM strategies will not be possible.
Step 5: Consider the range of long-term HR strategies that will help to close the planning gaps - HR grand
strategy. The HR executive must be actively involved in the formulation of the company strategy. This
involvement will entail the evaluation of the proposed company strategies from a feasibility point of view,
(can the manpower be obtained) and a desirability aspect (will there be a strike?). The HR executive must
then accept or reject the company strategies. The approved company strategies must be used to identify
the quality (skill composition) and quantity (number) of people desired for the future. With this
information available, the HR executive must develop various HR strategic alternatives and evaluate them
to choose the most appropriate one to be included in a grand HR plan.
End of chapter 4 of the prescribed book)
The answer to this question can be found in the section titled “General SHRM models”and figure 4.5.
The model of Rothwell and Kazanas creates a framework for the inclusion of human resources as
an integral part of the total business strategy. The model is interactive and integrative and at each
step permits the exchange of both data and feedback. It is important to note that although the
model might create the impression that human resources are a separate element to be integrated
into the company strategy, this is not the case. There can be no company strategy without the
inclusion of human resources.
The model that any type of company can implement consists of the following steps:
Step 1: Link the purpose, goals and objectives of the HR department and/or HR plan to the organisation’s
purpose, goals and objectives.This step is necessary if the HRM process is to be goal directed. Without a
proper understanding of where the organisation is going, it will not be possible to provide the necessary
support.
Step 2: Assess the present status of HR in the organisation by analysing the following:the work done in
jobs, positions or job categories;the people in the jobs, positions or job categories; and the HR
department. The HR process directly affects the functioning of the organisation through the work that is
done, the people performing the tasks and the HR department structure. It is thus important to identify
where the organisation stands on these issues at present.
Step 3: Scan the environment to assess:how jobs, positions or job categories will change over time;how
people in those jobs, positions or job categories will have to change overtime to keep up with the job
changes; and how the HR department will be affected by changes inside and outside the organisation
over time. In order to function successfully within a turbulent environment one must continuously scan
the external environment. This must be done to identify potential threats and opportunities that have an
impact on the management of the company’s human resources. Changes taking place in the economic,
technological, social, political, legal geographical and cultural spheres (as well as the labour market) must
be monitored for their impact on the jobs to be performed, the people in those jobs as well as the
functioning of the HR department.
Step 4: Compare the present work being done in jobs with expected work that will probably be done in
future and compare the present people doing the work with those who will be needed in the future (the
result is a planning gap in the work force). The identification of the gap that exists between where we are
now and where we want to be is absolutely essential for planning purposes. Without this information the
development of suitable HRM strategies will not be possible.
Step 5: Consider the range of long-term HR strategies that will help to close the planning gaps - HR grand
strategy. The HR executive must be actively involved in the formulation of the company strategy. This
involvement will entail the evaluation of the proposed company strategies from a feasibility point of view,
(can the manpower be obtained) and a desirability aspect (will there be a strike?). The HR executive must
then accept or reject the company strategies. The approved company strategies must be used to identify
the quality (skill composition) and quantity (number) of people desired for the future. With this
information available, the HR executive must develop various HR strategic alternatives and evaluate them
to choose the most appropriate one to be included in a grand HR plan.
