Cornell Model and Harvard Model

THE DIAGNOSTIC APPROACH (CORNELL MODEL)

According to this approach, the work of the human resources director is to influence this relationship between.

an organization and its employees.

The human resources management is a series of decisions about the relationship of the
employees that influence the effectiveness of both them and the organizations.

Perspectives of the Human Resources professional

Human resources directors must recommend decisions that distinguish both the ...
remunerations as well as the costs of such decisions. Human resources professionals
they combine various skills: they must know the organization's specialty; possess expertise
in the technical and theoretical aspects of human resources management and work in a way
productive with employees at all levels of the organization. These skills are
they combine in a great variety of roles.
Business partners: the primary objective for the human resources director is in
launch their personnel programs with the company's guidelines of an organization in order to
ensure that all human resources programs are consistent with the needs of
the organization. To fulfill this role, human resources directors must know about
completes the occupations and finances of an organization.
Communicator: It is required to be informed and control the implications of trends.
human resources and educating senior management and employees about these implications.
Likewise, the human resources professional must communicate the organization's position to
those who are outside of it. HR directors must be in contact with the
workforce in order to communicate to top management what employees think and feel,
in addition to being a reliable source of information for them about what is
experiencing the organization. Thus, the Human Resources professional must facilitate the
communication between employee levels within the organization and between it and the rest of the
society.
Lawyer or administrator of justice and equity: A human resources professional tries
ensure that all employees are treated fairly. The decisions you make, will
they must take with the objective of Equity. A sense of inequality among employees
it affects their attitudes and behaviors at work. This can lead to absenteeism, low
motivation, lack of interest in the quality of products or services, that the
suggestions for improvements, lack of commitment, and even sabotage.
Multiple interests in Human Resources decisions
Everyone has an interest in human resources decisions: consumers, shareholders, the
society, employees or directors.
Human Resources Issues: HR policies vary:
1st) Over time: specific problems vary according to the needs of the
organization and will change over time. It involves adjusting resource programs
Humans to the needs of the organization. The policies will change as
the needs of the organization and the employee change.
2º) According to different organizations: HR decisions vary across units
of the organization, since each unit seeks to increase its effectiveness. They change according to their uses and

customs. In the same economic activity, different economic policies can be used.
3rd) According to different countries: different policies arise based on the customs of a
determined country or region.
Diagnostic approach in Human Resources management

1st Stage: Estimation of the conditions:

The management analyzes them in order to establish the objectives for the management of resources.
humans.
They fall into three major categories: external conditions, organizational conditions, and characteristics of

the employees.
1º) External conditions: They are the conditions that are outside the organization and
they influence and restrict the actions that a given organization may have.
a) Economic: The economic decisions to hire additional staff, to fire the
current employees or granting a salary increase are influenced by the
economic conditions. These also influence employees. For example:
the high unemployment rates make many employees reluctant to
abandon their jobs, because they fear they will not be able to find another.

b) International: in each country, each business is affected by fluctuations.

of the currency. Companies operating in many nations will pay greater attention to
the international conditions.
c) Government provisions: A higher proportion of organizations are found
defined by local, state, and federal regulations. These laws require
examine each individual personnel policy and program in order to ensure its
compliance.
d) Unions: the presence of a union reduces flexibility in program design.
of HR. The way organizations respond to unions is being
becoming an extremely important factor in HR decisions.
2nd) Conditions of the Organization: They are the factors that constitute the nature of the
organization; its strategies and objectives, its financial situation, its technology, culture, etc.
3rd) Employee conditions: Every worker has experiences, skills, abilities,
own needs and motivations. The information can be obtained from each
individual and the workforce in general. The interesting data are: attitudes,
experience, salary, and performance levels.

Stage 2: Planning or Establishing Human Resources Objectives

The discrepancies between the desired conditions and the actual or possible conditions.
futures constitute the source of objectives. Two general categories of objectives are:
Efficiency and Equity
Efficiency: If we think about resources (raw materials, data, technology, and resources
humans) as Inputs and in products and services as Results
then efficiency refers to the comparison between inputs and outputs
results. The measures of Human Resources efficiency can focus on the
organization (market contribution, return on investment, or service quality
public) or in the employees (job performance, salary percentages, absenteeism,
accident costs or abandonment rates.
Equity: It is the perception of fairness in both the procedures used to make the
HR decisions as in decisions. Employees, directors, institutions
government and society regulators are responsible for judging the fairness of decisions
employment.
Equity should be valued from the perspective of the organization or the worker. At the level
from the organization, equity may be indicated by the percentage of employees that
pertenecen a una organización. A nivel del trabajador, la equidad se valora por medio de
attitude studies or the proportions of employee complaints.

Stage 3: Choice of Activities

 The activities of the human resources department are the programs designed in
response to the objectives of Human Resources and aimed at achieving those objectives.
These are divided into four main categories
1- Provision of human resources: it determines the composition of human resources of
an organization.
2- Training and development: These activities teach new resource skills
humans, refine the existing ones and affect employees' attitudes. The activities
development represents a powerful means to enhance efficiency and equity of the
organization, especially when they are integrated with other activities of
human resources.
3- Compensations (Remunerations and Benefits)
4- Labor relations (Relations with the union and employees): the activities of the
Employee relations promote harmony between the directors and
employees. The relationship with the unions, including collective agreements and
Contract management is the most obvious aspect of employee relations.

4th Stage: Evaluation of Results

The evaluation determines the effects of human resources activities. The activities of
human resources change the organization's environment and lead to new conditions. This
let's go back to the first phase of the diagnostic model: estimate and evaluate conditions. From
In this way, the components of the diagnostic model are interrelated, and their
influence can be multidimensional.

HARVARD MODEL
Its goal is to meet the needs of the organization, the people, and to establish patterns of
equity. It also expresses that for the model to be effective, it is necessary to take into account the

both internal and external issues (situational factors) and the interests of the Trustees.
Seek the adoption of policies that benefit the relevant actors of the organization.
trying to please everyone can be said to be seeking an Organizational Utopia. This is criticized.
Model because it is impossible to satisfy all fiduciaries since they have interests.
different in the organization.
Uses the disadvantages of previous models and turns them into advantages
Administrative urgency of human resources as a concern of general management
Currently, a great deal of pressures are demanding a broader perspective,
greater scope and more strategic regarding the organization's human resources. A
list of such pressures:
1- The growing international competition is creating the need for improvements.
spectaculars in human productivity.
The growing complexity and size of organizations has led to multiple levels
of bureaucracy. The emergence of multinational companies presents new challenges in the
management of human resources in diverse societies, where laws and values
Prevailing social issues can be completely different.
3- Slower growth
4- The greatest interference of the government in human resources practices such as the
job security and equitable employment practices.
5- The increasing education of the workforce
6- More concern for career and life satisfaction
7- The changing values of the workforce
8- The changes in the workforce demographics

Main Human Resources Management Policy

1) Employee Influence: the administrative task is to develop its own preferences
policy regarding the amount of influence that fiduciary employees have in relation to
matters as diverse as business objectives, pay, working conditions, progress in the
career, job security, or the task itself; and try to implement these policies. The decisions
related to the influence of employees are critical management decisions in
general that are taken explicitly or implicitly.
2) HR Flow: Groups that manage the very lives of people within
the organization and outside it. It relates to the shared responsibility of everyone
members of the organization to manage the flow of people at all levels, that enter,
they pass and leave the organization. The flows of human resources are characterized by the
activities such as recruitment, internal staffing, performance evaluation and
dismissal. The human resources professional must ensure that the flow of personnel from the
Organization meets the requirements for selection, promotion, and dismissal. They must also satisfy
the security needs in the employee's work, career development, progress and a
equitable treatment, meet the legal standards of society.
3) Reward Systems: Includes all the actions taken within the organization.
to reward or not the employees of the same. This is indirectly related to the
remuneration. Rewards send a powerful message to employees of a
organization in relation to the type of organization that management seeks to create and maintain, and
What kind of behaviors and attitudes does management look for in its employees?
human resources management must design and manage equitable or fair systems
of rewards to attract, motivate and retain employees at all levels.
4) Work Systems: Includes decisions from the hardest area. Technology, descriptions of
the positions, knowledge of tools, etc. Managers must define and design the work. The
Administrative election regarding these arrangements affects the quality of the decisions made by the
people, the coordination between functions and tasks, the degree to which they are used
the skills of people, the degree to which individuals are committed to achieving goals
organizational, the degree to which personnel development needs are satisfied and
the quality of work life. Managers' decisions regarding the procedures of
manufacturing in the office, regarding organizational design and regarding new technology and
planning systems and setting goals at the administrative level are examples of
political decisions in the area of work systems.

Interests of the Trustees: They are the interests that different parties have in the organization.
They can be internal and/or external. For example: Employees, managers, and administrators.
shareholders, unions, suppliers, government decisions, society.
Situational factors: These are issues that occur around or within the organization that can
impact on it. They must be taken into account for the formulation of Human Resources policies.
humans. For example: laws and social values, labor market conditions, unions,
characteristics of the workforce, business strategies, management philosophy and
task technology. Human resource policies affect certain outcomes
immediate organizational policies and have long-term consequences. The selection of policies made
the managers affects the overall competition of the employees, their dedication, the degree
of congruence between the objectives of employees and those of the organization and the effectiveness of
general costs of human resources practices.

In the long term, the fight to increase the four factors will lead to favorable consequences for the
individual well-being, social well-being, and organizational effectiveness. But the long-term consequences

The deadline will also affect the situational factors and the interests of the trustees, that is,
they will affect the policies and the context in which they are formulated.

Evaluation of Human Resources policies

Measure the impact of the application of HR policies and modify them accordingly.
The long-term consequences of human resources policies are evaluated in terms of
its benefits and costs at three levels: the individual, the organization, and society. When considering whether
a human resources policy increases the performance of the organization, the well-being of the
employees or the wellbeing of society, four factors can be taken into account:
1-Dedication (Belonging): Increased dedication can result not only in
more loyalty and better performance for the organization, but also greater appreciation
own, dignity, psychological participation and identity of the individual.
2-Competence: when one has the necessary skills and knowledge in the
right moment, the organization benefits and its employees experience a
a more pronounced feeling of self-worth and greater economic well-being.
3-Cost-effectiveness: Such costs can be considered collectively for the organization,
individuals and society.
4-Congruence: The lack of such congruence can be costly for management in
terms of time, money, and energy, in terms of the low levels of trust and
common resulting purposes, and in terms of stress and other psychological problems
that can create.
They are evaluated in the short term (2 to 3 years) and in the long term (5 years).

The situational factors: All situational factors are long-term subject to some
influence, due to policies and practices of human resource management. Some factors
situational factors are subject to the influence of such policies in the short and medium term.
All factors are part of the situation, including the manager's own values and philosophy.
All situational factors must be understood by the general manager as constraints.
potentials created by the past, unless specific steps are taken to modify them in the
future.
Situational factors consist of: workforce characteristics, strategy and
commercial conditions, management philosophy, labor market conditions
unions, task technology, laws and social values.
Management of Human Resources flows
Three types of objectives are taken into account:

1st) From people or the individual perspective: These are the personal objectives of individuals that
they integrate the organization. It is related to development or career and/or needs of
growth. Individual careers develop from an interaction between the
competencies and the objectives of the career that an individual brings to the organization, and the

work experience that it provides. To the extent that the organization of

opportunities for the individual to use and develop their personal competence, as long as they
moving through various positions, functions, and levels, the subject will progress and experience satisfaction

in their career.
2nd) Patterns of Equity/values: These are the people that the organization values and
It intends to continue in the same way and it is the one taken into account when streamlining the flow of
human resources.
3 º) From the Organization: the emergence of knowledgeable workers in the workforce,
rapid changes in technology and business practices, the growing trend towards
personal with varied skills and knowledge, the more complex organizations, the
participation of minorities and women, the mobility of the workforce and the greater
government interference has made the administration of resource flow policies
humans a consideration of the utmost importance. Rapid changes can result in
expensive excesses in the workforce, while rapid growth can
to mean insufficient workers. The need for personnel for an organization is taken
about three variants, which must anticipate not only current needs but also
futuras: a) Cantidad ¿Cuánta gente se necesita para cubrir determinadas posiciones?; b)
Calidad¿Qué conocimientos y habilidades deben poseer?; c) Tiempo ¿Para cuándo?
From the organization's perspective, effective flow policies must lead to the
following results:
a- Availability of the right number of personnel with the necessary combination of skills
short and long term.
b- Development of the necessary personnel to provide the organization in the future
c- Perception by the employee of the opportunity to progress and develop accordingly
their needs.
d- Employee perception of relative security against dismissals due to
factors outside of your control.
Employee perception that selection, placement, and promotion decisions
and my dismissal is fair.

The lowest possible payroll and personnel processing costs to meet the
previous objectives.
Policies, systems, and practices in the flow of human resources: They are divided into three types of
flow: input, internal and output
Management of the incoming flow
It involves different issues. Make decisions about:
a- Where to look for personnel: This is the fundamental step for recruiting staff.
b- Approach strategies: These are the strategies developed for capturing
candidates with a specific profile, that is, who are in accordance with the characteristics
what the organization wants from its employees. For example: the decision to locate the
 organization's facilities located near educational institutions that graduate
a personas con competencias necesarias para la organización.
c- Sales or candidate attraction strategies: Generate attraction strategies to
obtain the acceptance of those candidates that the organization considers would be
good to have them within it. For example, an organization that develops a good
employer reputation in areas such as job security, compensation,
relationships with employees and the opportunity for challenging work and growth, can
increase their capabilities to attract recruits.
d- Evaluation methodology: These are the actions taken by the organization for selection.
of its personnel among the applicants. The recruitment seeks to be proportional to the organization
personnel with the necessary skills to achieve the organization's objectives.
e- Induction Methodology: These are the first months of the employee in the organization. It is
the trial period and adaptation to it. Where he is trained in the area where
will develop its functions.
Internal Flow Management
When employees have already been recruited, their flow through the organization must
manage oneself in such a way that competencies are developed to meet the needs of the
organization, while at the same time satisfying their own career aspirations. Among
they stand out: internal rotation, transfers, assignments to positions, promotions and
degradations, training.
Output flow management
They are going to determine why people leave or should leave an organization. A
organization can try to quickly improve its skill mix by increasing the
staff outflow through early retirement programs (retirements, voluntary) and/or
suspensions of others underperformance. Early retirement increases the percentage of personnel
younger than the administration believes it is more flexible to adapt to the businesses of the future,
that older or more established employees. At the same time, the reductions in
personnel allows for a rapid decrease in payroll costs, which can improve the
profitability in the short term.
Alternate flow patterns
1 - Lifelong employment system: The person enters at the base of the organization and can grow.
Oh no, throughout his career in the same. They are companies of great stability. For example:
public administration, Japanese companies.
2 - System up or out: People enter from the base of the organization but it serves
those who cannot advance within the organization decide to leave it. They go away
establishing different positions within the organization. Example: law firms and
contable. This system has high turnover rates at the bottom and relative stability.
at the top. (Senior, semi senior, junior)
3 - Unstable input and output system: Employees enter at any level of the
organization, depending on its needs and they come out from it at any level of
organization. For example: seasonal work, fixed-term contracts.
4 – Mixed Patterns: these are organizations in which there are flows of lifetime employment.
for their essential employees, such as senior management, while they use an entry system and
exit for workers in the lower ranks and positions.