Human Resource Management Models

HRM Models provide an analytical framework for studying. They serve as a heuristic device-something to help us discover & understand the world for explaining the nature & significance of key HR Practices.

There are 4 HR Models:-

- Fombrun, Tichy, & Devanna Model:

Being the 1st model, this emphasizes just 4 functions & their interrelatedness. The 4 functions are Selection, Appraisal, HRD, Rewards. These 4 components of HRM are expected to contribute to organizational effectiveness. The Fombrun Model is incomplete as it focuses on only 4 functions of HRM & ignores all environmental & contingency factors that impact HR functions. Nevertheless, the model deserves appreciation for being the 1st & has set stage for other theories to emerge.

- The Harvard Model:

The dimensions included in The Harvard Model are stakeholders interest, situational factors, HRM Policy choices, HR Outcomes, & Long-term consequences. The Stakeholders interests recognize the importance of “trade offs” between the interests of the owners & those of employees. Trade offs also exists among other interest group also. But this is a challenge for HR Manager as he 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, technology, trade unions etc;
The HRM Policy choices emphasise the management’s decisions & actions in terms of HRM can be fully appreciated only if it is recognized that they result from an interaction between constraints & choices;

Organizational commitment, competence, congruence, cost-effectiveness constitute HRM Outcomes. The assumption here is that employees have talents which are rarely exploited for organizational growth & they are willing to grow with the organization if a participative environment is available;
The Long-term consequences include societal well-being, organizational effectiveness, & individual welfare. There is obvious linkage among the three. Employee welfare leads to organizational effectiveness & efficacy of all organizations contributes to societal well-being;

The feedback loop is the sixth component of the Harvard Model. As situational factors influence HRM Policy & choices, & are influenced by long-term consequences. Similarly, stakeholders interests influence HRM Policy choices.

- The Guest Model:

HRM Model was developed by David Guest & claims to be much superior to other models. The model emphasizes the logical sequence of 6 components– HR Strategy, HR Practices, HR Outcomes, Behavioural Outcomes, Performance Results & Financial Results. Looking inversely, the financial results depend on employee performance, which in turn is the result of action oriented employee behaviours. Behavioural outcomes are the result of employee commitment, quality & flexibility, which in turn are impacted by HR practices. HR practices need to be in tune with HR strategies which are invariably aligned with organizational strategies. This clearly maps out the field of HRM & indicates the inputs & outcomes. It also tells how HRM can contribute of the organizational effectiveness.

- The Warwick Model:

This Model was developed by 2 researchers, Hendry & Pettigrew of University of Warwick. It has classified into 5 elements i.e. Outer Context ( Macro Environmental Forces)
Inner Context ( Firm Specific or Micro environmental Forces)
Business Strategy
HRM Context, HRM Content
The Strength of the model is that it identifies & classifies important environmental influences on HRM. It maps the connection between the external & environmental factors & explores how HRM adopts to changes in the context. Obviously, those organizations achieving an alignment between the external & internal contexts will achieve performance & growth.