Table 1 HRM practices Control HRMS... | Emerald Publishing

Table 1

HRM practices

	Control HRMS	Commitment HRMS	Common welfare HRMS
Recruitment and selection	Selecting employees with demonstrated job-specific skills. Emphasis on technical selection criteria	Selecting employees that fit into the culture. Emphasis on social selection criteria	Selecting employees who are eager to learn and to challenge their own and other people's ideas. Emphasis on learning capability selection criteria
Training and development	Individual competencies. Improve the tasks employees do Seniority and job performance as criteria for promotion. Vertical promotion	Social or shared competencies. Learning new job skills Job performance and competences as criteria for promotion. Vertical and horizontal promotion	Focus on human development and growth Contribution to the company and humanistic traits (compassion, altruism, etc.) as criteria for promotion. Horizontal promotion
Evaluation Compensation	Job performance appraisal. Individual based. Carried out by managers Wages based on seniority and job performance (and formal ranking) Dispersed pay structure. No salary transparency. Individual incentives	Job performance (goals achieved) and individual competences appraisal. Individual- and group-based. Carried out by managers, subordinates and peers Wages based on job performance and individual competences (and formal rank) More compressed pay structures. Partial transparency. Individual and team incentives	Self-appraisal and peer reviews. People are assessed by their general contribution to the company. Importance of evaluating altruism, compassion and empathetic behaviors Wages based on contribution to the company and humanistic traits Equity and retributive justice. Full salary transparency. Organisational incentives

	Control HRMS	Commitment HRMS	Common welfare HRMS
Recruitment and selection	Selecting employees with demonstrated job-specific skills. Emphasis on technical selection criteria	Selecting employees that fit into the culture. Emphasis on social selection criteria	Selecting employees who are eager to learn and to challenge their own and other people's ideas. Emphasis on learning capability selection criteria
Training and development	Individual competencies. Improve the tasks employees doSeniority and job performance as criteria for promotion. Vertical promotion	Social or shared competencies. Learning new job skillsJob performance and competences as criteria for promotion. Vertical and horizontal promotion	Focus on human development and growthContribution to the company and humanistic traits (compassion, altruism, etc.) as criteria for promotion. Horizontal promotion
EvaluationCompensation	Job performance appraisal. Individual based. Carried out by managersWages based on seniority and job performance (and formal ranking)Dispersed pay structure. No salary transparency. Individual incentives	Job performance (goals achieved) and individual competences appraisal. Individual- and group-based. Carried out by managers, subordinates and peersWages based on job performance and individual competences (and formal rank)More compressed pay structures. Partial transparency. Individual and team incentives	Self-appraisal and peer reviews. People are assessed by their general contribution to the company. Importance of evaluating altruism, compassion and empathetic behaviorsWages based on contribution to the company and humanistic traitsEquity and retributive justice. Full salary transparency. Organisational incentives

Source(s): Based on Chiva (2014)

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