Four major models have been identified for human resource management.
- The Fombrun Model
- The Harvard Model
- The Guest Model and
- The Warwick Model
There Purpose of different Models:
- They serve as a heuristic device-something to help us discover and understand the world for explaining the nature and significance of key HR practices.
- They legitimize certain HRM practices; a key issue here is the distinctiveness of HRM practices: “It is not the presence of selection or training but a distinctive approach to selection or training that matters”.
- They provide an analytical framework for studying Human resource management.
- They provide a characterization of human resource management that establishes variables and relationships to be researched.
- The Fombrun Model
- The Harvard Model
The Harvard model claims to be comprehensive in as much as it seeks to comprise six critical components of HRM. The dimensions included in the model are stakeholders, interests, situational factors, HRM policy choices, HR outcomes, long-term consequences, and a feedback loop through. The outputs flow directly into the organization and the stakeholders.
- The Stakeholders interests recognize the importance of ‘trade offs’ between the interests of the owner and those of employees. Trade offs also exists among other interest groups. But this is the challenge of HR manager, who needs to balance the interests of all stakeholders.
- The Situational Factors influence management’s choice of HR strategy. the contingent factors included in the model include work force characteristics, management philosophy, labour market, task, technology and laws and social values.
- HRM Policy Choices emphasize the management’s decisions and actions in terms of HRM can be fully appreciated only if it is recognised that they result from an interaction between constraints and choices. This model outlines four HR Policy areas:
- Employee Influence: Delegated levels of authority, responsibility, power etc.
- HR Flows: Recruitment, selection, promotion, appraisal, termination etc.
- Reward System: Pay system, motivation etc.
- Work System: Design of work and alignment of people
- These HRM policy choices lead to 4 Cs of HR Policy Outcomes, that have to be achieved:
- Commitment
- Congruence
- Competence
- Cost Effectiveness
- The Guest Model
This model was developed by David Guest in 1997. This model claims that the HR manager has specific strategies to begin with, which demand certain practices and when executed, will result in outcomes. These outcomes include behavioral, performance and financial related.
- The Warwick Model
This model was developed by Hendry and Pettigrew of university of Warwick (hence the name Warwick model). Like other models, the Warwick proposition centres around five elements:
Outer Context (macro environmental forces)
- Inner Context (firm specific or micro environmental forces)
- Business Strategy Content
- HRM Context
- HRM Content
THE 5-P’S Model of HRM
- Philosophy: Expressed in statements defining business values and culture. It expresses how to treat and value people.
- Policies: Expressed as shared values and guidelines. Policies establish guidelines for action on people related business issues and HR programs.
- Programs: Articulated as human resource strategy. These coordinate efforts to facilitate change to address major people related business issues.
- Practices: For leadership managerial and operational role practices motivate needed role behaviors.
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