{"id":54376,"date":"2026-04-03T11:46:32","date_gmt":"2026-04-03T11:46:32","guid":{"rendered":"https:\/\/certifeka-edu.com\/programs\/strategic-human-resources-management-module-2\/lessons\/lesson-1-best-practice-model-4-2\/"},"modified":"2026-04-03T11:46:32","modified_gmt":"2026-04-03T11:46:32","slug":"lesson-1-best-practice-model-4-2","status":"publish","type":"lesson","link":"https:\/\/certifeka-edu.com\/ar\/programs\/contemporary-hrm-and-talent-management-module-ucam-university\/lessons\/lesson-1-best-practice-model-4-2\/","title":{"rendered":"Lesson 1: Best Practice Model"},"content":{"rendered":"<p><img loading=\"lazy\" decoding=\"async\" width=\"96\" height=\"114\" src=\"https:\/\/certifeka-edu.com\/wp-content\/uploads\/2025\/04\/logos-png-01-296x57-1.png\" alt=\"\" srcset=\"https:\/\/certifeka-edu.com\/wp-content\/uploads\/2025\/04\/logos-png-01-296x57-1.png 96w, https:\/\/certifeka-edu.com\/wp-content\/uploads\/2025\/04\/logos-png-01-296x57-1-10x12.png 10w, https:\/\/certifeka-edu.com\/wp-content\/uploads\/2025\/04\/logos-png-01-296x57-1-42x50.png 42w\" sizes=\"auto, (max-width: 96px) 100vw, 96px\" \/>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/p>\n<h2>Lesson 1 : HRM Models<br \/>\n<\/h2>\n<h3>Best Practice Model<br \/>\n<\/h3>\n<h5>Johnson (2000) details, the best practice or the high performance work practices are described as HR methods and systems that have universal, additive, and positive effects on organisational performance.<\/h5>\n<h5>This definition relates to the fact that the best practices that the organisation employs, each will add to the previous, thus compounding the resulting performance of the organisation. The best practice school of HRM is based on universalism.<\/h5>\n<h5>The assumption here is that a set of practices aimed at high commitment or high performance will benefit all organisations regardless of context.<\/h5>\n<h5>The elements of best practices identified by Pfeffer (1998) are now widely recognised, if not universally accepted:<\/h5>\n<ul>\n<li>\n\t\t\t\t\t\t\t<svg aria-hidden=\"true\" viewbox=\"0 0 512 512\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\"><path d=\"M173.898 439.404l-166.4-166.4c-9.997-9.997-9.997-26.206 0-36.204l36.203-36.204c9.997-9.998 26.207-9.998 36.204 0L192 312.69 432.095 72.596c9.997-9.997 26.207-9.997 36.204 0l36.203 36.204c9.997 9.997 9.997 26.206 0 36.204l-294.4 294.401c-9.998 9.997-26.207 9.997-36.204-.001z\"><\/path><\/svg><br \/>\n\t\t\t\t\t\t\t\t\t\tEmployment Security\/ Job Security\n\t\t\t\t\t\t\t\t\t<\/li>\n<li>\n\t\t\t\t\t\t\t<svg aria-hidden=\"true\" viewbox=\"0 0 512 512\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\"><path d=\"M173.898 439.404l-166.4-166.4c-9.997-9.997-9.997-26.206 0-36.204l36.203-36.204c9.997-9.998 26.207-9.998 36.204 0L192 312.69 432.095 72.596c9.997-9.997 26.207-9.997 36.204 0l36.203 36.204c9.997 9.997 9.997 26.206 0 36.204l-294.4 294.401c-9.998 9.997-26.207 9.997-36.204-.001z\"><\/path><\/svg><br \/>\n\t\t\t\t\t\t\t\t\t\tSophisticated Selection\/ Selective Hiring\n\t\t\t\t\t\t\t\t\t<\/li>\n<li>\n\t\t\t\t\t\t\t<svg aria-hidden=\"true\" viewbox=\"0 0 512 512\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\"><path d=\"M173.898 439.404l-166.4-166.4c-9.997-9.997-9.997-26.206 0-36.204l36.203-36.204c9.997-9.998 26.207-9.998 36.204 0L192 312.69 432.095 72.596c9.997-9.997 26.207-9.997 36.204 0l36.203 36.204c9.997 9.997 9.997 26.206 0 36.204l-294.4 294.401c-9.998 9.997-26.207 9.997-36.204-.001z\"><\/path><\/svg><br \/>\n\t\t\t\t\t\t\t\t\t\tTeam-working and Decentralisation\n\t\t\t\t\t\t\t\t\t<\/li>\n<li>\n\t\t\t\t\t\t\t<svg aria-hidden=\"true\" viewbox=\"0 0 512 512\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\"><path d=\"M173.898 439.404l-166.4-166.4c-9.997-9.997-9.997-26.206 0-36.204l36.203-36.204c9.997-9.998 26.207-9.998 36.204 0L192 312.69 432.095 72.596c9.997-9.997 26.207-9.997 36.204 0l36.203 36.204c9.997 9.997 9.997 26.206 0 36.204l-294.4 294.401c-9.998 9.997-26.207 9.997-36.204-.001z\"><\/path><\/svg><br \/>\n\t\t\t\t\t\t\t\t\t\tHigh wages linked to organisational performance\n\t\t\t\t\t\t\t\t\t<\/li>\n<li>\n\t\t\t\t\t\t\t<svg aria-hidden=\"true\" viewbox=\"0 0 512 512\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\"><path d=\"M173.898 439.404l-166.4-166.4c-9.997-9.997-9.997-26.206 0-36.204l36.203-36.204c9.997-9.998 26.207-9.998 36.204 0L192 312.69 432.095 72.596c9.997-9.997 26.207-9.997 36.204 0l36.203 36.204c9.997 9.997 9.997 26.206 0 36.204l-294.4 294.401c-9.998 9.997-26.207 9.997-36.204-.001z\"><\/path><\/svg><br \/>\n\t\t\t\t\t\t\t\t\t\tExtensive Training\n\t\t\t\t\t\t\t\t\t<\/li>\n<li>\n\t\t\t\t\t\t\t<svg aria-hidden=\"true\" viewbox=\"0 0 512 512\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\"><path d=\"M173.898 439.404l-166.4-166.4c-9.997-9.997-9.997-26.206 0-36.204l36.203-36.204c9.997-9.998 26.207-9.998 36.204 0L192 312.69 432.095 72.596c9.997-9.997 26.207-9.997 36.204 0l36.203 36.204c9.997 9.997 9.997 26.206 0 36.204l-294.4 294.401c-9.998 9.997-26.207 9.997-36.204-.001z\"><\/path><\/svg><br \/>\n\t\t\t\t\t\t\t\t\t\tNarrow Status Differentials\n\t\t\t\t\t\t\t\t\t<\/li>\n<li>\n\t\t\t\t\t\t\t<svg aria-hidden=\"true\" viewbox=\"0 0 512 512\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\"><path d=\"M173.898 439.404l-166.4-166.4c-9.997-9.997-9.997-26.206 0-36.204l36.203-36.204c9.997-9.998 26.207-9.998 36.204 0L192 312.69 432.095 72.596c9.997-9.997 26.207-9.997 36.204 0l36.203 36.204c9.997 9.997 9.997 26.206 0 36.204l-294.4 294.401c-9.998 9.997-26.207 9.997-36.204-.001z\"><\/path><\/svg><br \/>\n\t\t\t\t\t\t\t\t\t\tCommunication and Employee Involvement\n\t\t\t\t\t\t\t\t\t<\/li>\n<\/ul>\n<h5><font color=\"#000080\">It is idealistic, implicitly embodying the belief that fundamental elements of the HRM approach (essentially those of the Harvard Map), such as commitment have a direct relationship with valued business consequences. However, Guest has acknowledged that the concept of commitment is &#8220;messy&#8221; and that the relationship between commitment and high performance is difficult to establish.<\/font><\/h5>\n<h5><font color=\"#000080\">It also employs a flow approach, seeing strategy underpinning practice, leading to a variety of desired outcomes.<\/font><\/h5>","protected":false},"comment_status":"open","ping_status":"closed","template":"","class_list":["post-54376","lesson","type-lesson","status-publish","hentry"],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v27.5 - https:\/\/yoast.com\/product\/yoast-seo-wordpress\/ -->\n<title>Lesson 1: Best Practice Model - Certifeka-edu<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/certifeka-edu.com\/ar\/programs\/contemporary-hrm-and-talent-management-module-ucam-university\/lessons\/lesson-1-best-practice-model-4-2\/\" \/>\n<meta property=\"og:locale\" content=\"ar_AR\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Lesson 1: Best Practice Model - Certifeka-edu\" \/>\n<meta property=\"og:description\" content=\"Lesson 1 : HRM Models Best Practice Model Johnson (2000) details, the best practice or the high performance work practices are described as HR methods and systems that have universal, additive, and positive effects on organisational performance. 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