HR Architecture

 

Since the 1980s, companies’ never-ending rounds of restructuring and re-engineering have reshaped the new employee relationship (Wright , 1995). Employers have been driven to construct labor forces that are exceptionally flexible and cost-effective due to continued cost pressures and the requirement for quick market reactions. As a result, the changing paradigm for this work relationship has taken on a variety of shapes. Several HR architectural models clearly suggest a differentiated investment strategy for different employee groups.

HR architecture is the policies, procedures, processes, systems, and tools available in the various key result areas of HR are used to align the organization’s strategic and annual plans, as well as the strategic and annual plans of the individual departments, with the key result areas of human resource management.

The HR architecture includes HR technology, processes, and structure, as well as employee behaviors. It is a full portrayal of all aspects of HRM, not just the HR function’s structure.


Figure 01: (Haak, 2021)



The Elements of HR Architecture

The policies, procedures, processes, systems, and tools accessible in the various, key result areas of HR, as stated below, are the constituents of HR Architecture.

         ·            HR planning

         ·            Resourcing

         ·            Reward management

         ·            Performance management

         ·            Learning and Development

         ·            Employee relations

         ·            Employee welfare and services

         ·            Human Resource Information Systems

 

A HR architecture model is a framework for identifying people and designing human resource support processes. The HR architecture reveals two points of view: the first is that each employment mode is associated with a distinct type of work relationship. Employment connections, according to (Rousseau, 1995), are a “psychological contract of individual views, molded by the organization, regarding the terms of an exchange agreement between individuals and their organizations”. The nature of psychological contracts varies depending on the style of employment.

The second view of the HR architecture considers HR practice patterns of HR configurations in order to help establish the employment mode, maintain the employment relationship, and ultimately support the strategic features of human capital. Multiple sourcing modes are likely to necessitate different configurations of human resource procedures to assist with the usage and deployment of human capital for each mode of employment.

Conclusion

In contrast to the “best practice” perspective, which claims that one set of HRM practices is acceptable for all businesses and employees, the HR architectural model takes a dependent configurational approach. Congruence between the employment mode, employment relationship, and HR configuration is required for a successful HR architecture.

References

Haak, T., 2021. Trends in HR. [Online]
Available at: http://www.hrtrendinstitute.com

Rousseau, D., 1995. Psychological Contracts in Organizations: Understanding written and Unwritten Agreements. Thousand Oaks: CA: Sage.

Wright , C., 1995. The managment of labour: A history of Australian employers. Melbourne: Oxford University Press.


Comments

  1. Pubudu KulathilakeDecember 13, 2021 at 1:00 AM

    Good to add in to our knowledge . These are modern trends which we cant see in many oorganizations .

    ReplyDelete
  2. NadukaDecember 14, 2021 at 6:13 AM

    model of human resource architecture is a framework by which to distinguish employees in order to design human resource support processes. Good article

    ReplyDelete

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