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HRM Models
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HRM Models Current Affairs January 2020 MCQs/General

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The  de ning    features of HRM    is popularly    known    as models.    These    models      provide     
analytical      framework for  studying   HRM.   They provide an analytical framework for studying HRM Coronavirus (2019-nCoV)- An Overview
and they legitimise certain HRM practices, a key issue here being the distinctiveness of HRM practices. 
Current Affairs December 2019 MCQs/General
  They    provide      characterization    of HRM    that  establishes    variables    and  relationship      to  be Awareness/General Knowledge MCQs
researched. They serve as a heuristic device that help us to discover and understand the world for
Current Affairs November 2019 MCQs/General
explaining the nature and signi cance of key HR practices.  Four  most  common   models   are :
Awareness/General Knowledge

1. The Fombrun   Model

2. The Harvard Model
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3. The Guest  Model  and
4. The Warwick  Model Lacey Paronto on Queuing Theory

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All these models serve the following purposes:
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They provide an analytical framework for studying HRM for example, situational factors, Leadership Theories
stakeholders, strategic choice levels, competence etc.
They validate certain HRM practices and provide distinctiveness to HRM practices.
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They provide a characterization of HRM that establishes variables and relationship to be
February 2020
researched.
They help to discover and understand the world for explaining the nature and signi cance of key January 2020
HR practices.
December 2019

1. The Fombrun Model November 2019

October 2019
Being the rst model, this emphasizes just four functions and their interrelatedness. The four functions
are: selection, appraisal, development and rewards. these four constituent components of HRM and are July 2019
expected to contribute to organisational e ectiveness as shown in the following gure. This model is
June 2019
simple that serves a heuristic framework for explaining the nature and signi cance of the key HR
activities. The model also emphasize interrelationship among the four activities and their collective April 2019
impact on organizational e ectiveness.  The disadvantage of this  model is incomplete as it focuses on
March 2019

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only four functions of HRM and ignores all environmental and contingency factors that impact HR February 2019
functions.
January 2019

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The Fombrun Model

2. The Harvard Model

This      model      consists      six  critical   components of HRM    namely      stake holders interests,       
situational     factors,    HRM  policy choices,  HR  out  comes, long  term  consequences and a feedback
loop through. Let’s study these dimensions one by one.

i. The stakeholders interests

These interests recognizes the importance of ‘trade o s’ between the interests of the owners and those
of employees. trade o s also exists among other interest groups. But this is the challenge of HR
manager. He or she needs to balance the interests of all stakeholders.

The Harvard Model

ii. The situational factors

These factors in uence management’s choice of HR strategy. The contingent factors included in the
model include workforce characteristics, management philosophy, labour  market, task, technology and
laws and social values. these situational factors do in uence HR strategy and their inclusion in the
model is a welcome thing.

iii. HR policy choices

It emphasize the management’s decisions and actions in terms of HRM can be fully appreciated only if it
is recognized that they result from an interaction between constraints and choices. the model depicts
management as a real actor, capable of making at least some degree of unique contribution within
environment and organisational parameters and of in uencing those parameters themselves over-time.

iv. Human resource outcomes

Organisational commitment, employee competence, congruence and cost e ectiveness constitute HRM
outcomes. the assumption here is that employees have talents which are rarely exploited of
organisational growth and that they are willing to grow with the organisation if a participative
environment is available.

v. The long term consequences

the long term consequences include societal well-being, organisational e ectiveness, and individual
welfare. there is obvious linkage among the three. Employee welfare leads to organisational
e ectiveness and e ciency of all organisations contributes to societal well-being.

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vi. the feedback loop

It is the sixth component of the Harvard model. As was stated above, situational factors in uence HRM
policy and choices, and are in uenced by long-term consequences. Similarly, stakeholder’s interests
in uence HRM policy choices, and inturn, are impacted by long-term outcomes.

3. The Guest Model

This  model  was developed   by David Guest in 1997. This model emphasizes on the assumption   that 
HR manager has speci c strategies to begin with, which demand certain practices and when executed
will result in outcomes. These  out  comes  include  behavioural   performance    related   and  nancial
rewards. The model emphasizes the logical sequence of six components : HR strategy, HR practices, HR
outcomes, Behavioural outcomes, Performance results and nancial consequences.

The Guest Model

4. The Warwick Model

This model was developed by two researchers, Hendry and Pettigrew of University of Warwick (hence
the name Warwick model). Like other human resource management models, the Warwick proposition
centers around ve elements-

Outer context (macro environmental forces)

Inner context ( rm speci c or micro environmental forces)
Business strategy content
HRM context
HRM content

The   strength    of  this   model   is  that   it  identi es   and classi es important environment in uences
on HRM. This model takes cognizance of business strategy and HR practices, the external and internal
content, in which these activities take place and process by which such changes take place including
transactions between changes in both external content and internal content.

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The Warwick Model

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