HRM Practices |
Command-and-Control |
High Performance |
Internal career opportunities | -Hiring almost exclusively from outside the organization -Very little use of internal career ladders |
-Hiring mainly from within the organization -Extensive use of well-defined career ladders |
Training | -No formal training provided -Little if any socialization taking place within the organization |
-Extensive formal training provided -Great amount of socialization within the organization (parties, employee recognition events, orientation sessions) |
Results-oriented appraisals | -Performance measured by quantifiable output or results-oriented measures -Feedback in the form of numbers (i.e. focus on behaviors' results) |
-Performance measured by behavior-oriented measures (i.e. focus on behaviors necessary to perform the job effectively) -Feedback more for developmental purposes |
Incentives | -Mainly extrinsic (monetary) | -Extrinsic and intrinsic |
Employment security | -Very little employment security given | -Great deal of employment security among those who make it through the initial trial
period -Extensive benefits to those "outplaced" -Formal dismissal policies |
Participation | -Employees given little voice in the organization | -Employees likely have access to grievance systems -Employees more likely to participate in decision making |
Job descriptions | -Jobs are clearly/tightly defined | -Jobs are not clearly/loosely defined |