1.

Dave Ulrich model:

2. The Dave Ulrich HR Model is meant specifically to organize human resources functions. This was developed by David Ulrich
who suggested that in giant organizations or large-scale businesses, HR functions should be compartmentalized into four
segments.

3.
4. More so, he stressed that shared service activities should be operated in call centers which has a supporting technology or internet
that can provide the basic support and administrative functions to the rest of the business.
5. “Human Resource Champion”, published by Dave Ulrich talks about the importance of Human Resource Management as a
business arm that any enterprise can’t function without. The concept of Dave Ulrich or the “Ulrich Model” serves as a benchmark
for many HR professionals today in their attempt to dissect and mobilize their multifaceted roles in the administrative, HR, and
business partnership.
6. The goal of utilizing the Ulrich HR competency model is to be able to make good and effective shifts from that of strategic
management, to administrative, and Human Resources. Although there are people who might question the efficiency and
relevance of the Ulrich HR Model today considering that it may be well past its prime, there still are a lot of businesses that find it
a tangible part of business management.
7. Business partners then pertain to small teams or individuals who all work collaboratively with managers of the organizations to
carry out strategic management and key initiatives. Now, the center of expertise acts as repositories of technical know-how in line
with employment relations, resourcing, and reward; to name some. This aims to be able to promulgate and develop policies while
also providing the support needed by different business units as well as shared services.

Basic Principles of David Ulrich Competency Model

Despite the lingering confusion on its implementation, the principles surrounding the Ulrich Model remain. These
include:

 Creating a unified structure that delivers value

 Defining a clear distinction or role HRs
 Creating a competitive edge for the company
 Measuring how a company has performed as per the defined metrics

It is not a perfect system like any other but it provides a solid benchmark for an organization.

8. Change Agent – support the change and transition of business, people resist change, these people create
right environements so that new changes can easily be accepted
9. Strategic Partners – make strategies and plans in alignment with org goals, focus on workforce
development and make sure line managers execute them well
10. Admin Expert – follow legislation, safety, trade/labour laws and help org to make timely changes and
also delivery quality output.
11. Employee Champion – HR represents employees, manage grievance redressal, ensures employees are
satisfied and positive environment is maintained
1. AMO improve employee performance, performance = f(A,M,O)
3-D model of people strategy by lyndra gratton:

Ready, hill, conger

-----------------------------------

Chapman, 2005 Framework

► Job and organization characteristic
► Recruiters Characteristics
► Fit

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Fombrum, tichy, devanna model

LAMP Framework
ASA MODEL
 PO FIT

P-O Fit
► Person-Organization Fit: Culture Fit
► P-J-O Fit: Person Fit with Job and Organization
► P-E Fit: Person- Environment Fit
 Jay Galbraith star model:

Galbraith, J. R. (1995) Designing organizations: an executive briefing on strategy, structure and process. San
Francisco: Jossey-Bass.
LOCKE GOAL SETTING THEORY:

Locke, E. A., & Latham, G. P. (1990). A theory of goal setting & task performance. Englewood Cliffs, N.J:
Prentice Hall

DUNLOP FRAMEWORK INDUSTRIAL RELATIONS

John Dunlop's Industrial Relations Systems (1958)
 PRINCIPAL AGENT PROBLEM:

VROOM EXPECTANCY THEORY:

ADAMS’ EQUITY THEORY:

PORTER FIVE FORCES MODEL

HARVARD Model

Paauwe, J. and Richardson, R. (1997). ‘Introduction to special issue on HRM and performance’. International Journal
of Human Resource Management, 8, 257–62

5P Model 1992 by Randall S. Schuler,

Purpose, People, Principle, Process, Performance

Warwick Model
Chris Hendry and Andrew M. Pettigrew at the University of Warwick in the early 1990s. 

 The outer context (which includes political, technical, and competitive factors, among
others);
 The inner context (concerning the structure, leadership, culture, task-technology);
 Business strategy content (representing company objectives, product market, and
general strategy);
 HRM context (including role, definition, organisation, HR outputs);
 HRM content (HR flow, reward systems, employee relations, work systems, and other
aspects).

3Cs