HRM Models

Presentation By, Bhupendra Singh Hashil K K Reshma R Lal

Purpose
Provide an analytical framework for studying HRM
They legitimize certain HRM practices They provide a characterisation of HRM They serve as a heuristic device

Four types of HR Models:

The Fombrun Model

The Harvard Model

The Guest Model The Warwick Model

The Fombrun, Tichy and Devanna Model

Human Resource Development

Selection Appraisal Organizational effectiveness

Rewards

 This emphasises just four functions and their interrelatedness. It is incomplete as it focuses only on four functions of HRM and ignores all environmental and contingency factors that impact HR functions. This model deserves appreciation for emphasizing interrelationship among the four activities and their collective impact on organization effectiveness.

Stakeholder Interests
Shareholders Management Employee Groups Government Community Unions

The Harvard Model

t Situational Factors Workforce characteristics Business strategy & conditions Management Philosophy Labour Market Unions Task technology Laws & societal values

Human Resource Management Policy Choices Employee influence Human resource flow Reward Systems Work Systems

Human Resource Outcomes

Long-term Consequences

Commitment Competence Congruence Costeffectiveness

Individual wellbeing Organizational effectiveness Societal wellbeing

It comprises six critical components of HRM The dimensions include in the model are: Stakeholders interests, Situational factor, HRM policy choices, Human Resource Outcomes, Long term consequences, Feedback loop. Stakeholders interests recognize the importance of trade offs between the interests of the owners and those of employees Situational factors influence managements choice of HR strategy.

HRM policy choices emphasize the managements decisions and actions in terms of HRM, which result from an interaction between constraints an choices. The model depicts management as a real actor, capable of making at least some degree of unique contribution within environmental and organizational parameters and of influencing those parameters themselves over time. HRM outcomes, the assumption is that employees have talents which are rarely exploited for organizational growth and they are willing to grow with the organization if a participative environment is available.

The long-term consequences include social well being, organizational effectiveness, and individual welfare. There is obvious linkage among the three. Employee welfare leads to organizational effectiveness and efficacy of all organizations contribute to societal well-being. Feedback loop is the sixth component of Harvard model. Situational factors influence HRM policy and choices, and are influenced by long term consequences. Similarly, stakeholders interests influence HRM policy and choices, and inturn, are impacted by long-term outcomes.

The Guest Model

HRM Strategies

HRM Practices Hiring Training Appraisal Compensation Relations

HR Outcomes Commitment Quality Flexibility

Behavioural Outcomes Motivation Co-operation Organizational citizenship

Performance Outcomes Positive Productivity Innovation Quality Negative Low productivity Absenteeism Turn over

Financi al Outcom es Profits ROI

The model emphasis the logical sequence of six components This model claims that HR manager has specific strategies to begin with, which demand certain practices and when executed , will result in outcomes. These outcomes include behavioural, performance related and financial. Looking inversely, financial results depend on employee performance, which in turn is the result of action oriented employee behaviours. .

Behavioural outcomes are the results of employee commitment, quality and 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. How HRM can contribute to organizational effectiveness is clearly shown in the model

The Warwick Model

Outer context
Socio-economic Technical Political-legal Competitive

Inner context
Culture Structure Politics/leadership Task-technology Business Outputs

Business strategy content

Objectives Product market Strategy & tactics

HRM context
Role Definition Organization HR Outputs

HRM content
HR Flows Work systems Reward Systems Employee relations

Warwick proposition centers around five elements. Outer context Inner context Business Strategy content HRM context HRM content The warwick model takes cognizance of business strategy and HR practices, the external and internal context, in which these activities takes place, and the process by which such changes takes place, including interactions between changes in both context and content.

The strength of the model is that it identifies and classifies important environmental influences on HRM. It maps the connection between the external and environmental factors and explores how HRM adapts to changes in the context.