Contents 1. Introduction 2 2. Background information 2 2.1. Unitel 2 2.2. Vision 2020 2 2.3. HRM model 2 3. Problem identification and solution 2 3.1. Teamworking 2 3.2. Employee empowerment and engagement 3 3.3. “Work smarter” 3 3.4. War with the Union 3 4. Implication of Harvard model in UnitelHRM systems 3 4.1. Harvard model philosophy 3 4.2. Implication of Harvard model 3 4.2.1. Strengthening the role of employees in the decision-making process 3 4.2.2. Encourage quality initiatives and corresponding enhanced reward systems 5 5. Conclusion 6 6. Reference 6 7. Appendix 8 7.1. Five-stage model 8 7.2. Harvard model 9

1. Introduction 2. Background information 3.1. Unitel

3.2. Vision 2020

3.3. HRM model
Bottom-up
3. Problem identification and solution 4.4. Teamworking
A senior maintenance officer of Unitel claimed that the Vision 2020 created a discrimination among employees that decrease the effect of team spirit. Consequently, employees are blamed for all problems as “self-conflicts”
According to Katzenbach and Smith (1993), a high performance team can create beyond performance expectations. Moreover, working as a team ca influent on individual behaviour and attitudes towards work (Roethlisberger and Dickson, 1964). Hence managers should pay more attention on forming team for employees following Tuckman and Jensen (1977) five-stage model (stated in the appendix).

4.5. Employee empowerment and engagement 4.6. “Work smarter” 4.7. War with the Union 4. Implication of Harvard model in UnitelHRM systems 5.8. Harvard model philosophy
The Harvard framework was introduced by Michael Beer and his counterparts in 1984 at the Harvard school. The model provides a guide map for managers to regulate their relations with employees and focuses on the “soft” variant of HRM. Rather