MODELS OF HRM

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 WHY DO YOU NEED TO
UNDERSTAND MODELS OF
HRM?

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 Models are types of understanding how ideas / plans /
frameworks / actions would work
There can be many models of doing a thing.
For example, designing a building, making a cricket pitch,
cooking a particular dish. First, the aim /objective is
considered, i.e. what is that we want to achieve and how
to achieve. Then making a model to achieve that.
So, we want to understand how various authors, schools
of thought have modelled HR to function effectively.
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 MATCHING MODEL OF HRM –
MICHIGAN SCHOOL (FOMBRUN et. al. 1984)

HR SYSTEMS AND ORGANIZATION STRUCTURE SHOULD

BE MANAGED IN A WAY THAT IS CONGRUENT WITH
ORGANIZATIONAL STRATEGY (hence the name ‘Matching
Model’).

THIS MODEL ALSO TALKED ABOUT A HUMAN RESOURCE

CYCLE (shown In the next slide).

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 THE HUMAN RESOURCE CYCLE
REWARDS

PERFORMANCE PERFORMANCE
SELECTION
MANAGEMENT

DEVELOPMENT

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 THE HARVARD FRAMEWORK FOR HRM
M BEER et. al. (1984)
STAKEHOLDER
INTEREST
*SHAREHOLDERS
*MANAGEMENT
*EMPLOYEE HRM POLICY HR OUTCOMES LONG
*GOVERNMENT CHOICES *COMMITMENT TERM
*UNIONS *EMPLOYEE *CONGRUENCE CONSEQ-
INFLUENCE *COST EFFECT- UENCES
SITUATIONAL *HUMAN RESOURCE IVENESS *INDIVID-
FLOW UAL WELL
FACTORS
*REWARD SYSTEMS BEING
*WORK FORCE *WORK SYSTEMS
CHARACTERISTICS *ORGANIS-
*BUSINESS STRATEGY ATIONAL
& CONDITIONS EFFECTI-
*MANAGEMENT VENESS
PHILOSOPHY *SOCIETAL
*LABOUR MARKET WELL
*UNIONS BEING
*TASK TECHNOLOGY
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*LAWS & SOCIAL ISSUES
 HARVARD FRAMEWORK OF HRM

WITHOUT A CENTRAL PHILOSOPHY OF STRATEGIC VISION HRM IS

LIKELY TO REMAIN A SET OF INDEPENDENT ACTIVITIES, EACH
GUIDED BY ITS OWN PRACTICE TRADITION.

HARVARD WAS THE FIRST TO UNDERLINE THE HRM TENET THAT IT

BELONGS TO LINE MANAGERS. HARVARD MODEL STATED, “HUMAN
RESOURCE MANAGEMENT INVOLVES ALL MANAGEMENT
DECISIONS AND ACTION THAT AFFECT THE NATURE OF THE
RELATIONSHIP BETWEEN THE ORGANIZATION AND ITS EMPLOYEES
– ITS HUMAN RESOURCES”.

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THEY ALSO SUGGESTED THAT HRM HAD TWO CHARACTERISTIC
FEATURES:

1) LINE MANAGERS ACCEPT MORE RESPONSIBILITY FOR

ENSURING THE ALIGNMENT OF COMPETITIVE STRATEGY
AND PERSONNEL POLICIES,

2) PERSONNEL HAS THE MISSION OF SETTING POLICIES THAT

GOVERN HOW PERSONNEL ACTIVITES ARE DEVELOPED AND
IMPLEMENTED IN WAYS THAT MAKE THOSE MORE MUTUALLY
REINFORCING.

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 THE DAVID GUEST MODEL (1997) OF HRM

BEHAVIOURAL
OUTCOMES -
HRM BEHAVI0URAL POSITIVE
PRACTICES HR OUT-
OUT-COMES PRODUCTIVITY
COMES MOTIVATION,
HRM INNOVATION
HIRING, COOPERATION
STRATEGIES TRAINING, COMMITMENT, QUALITY
ORGANISA-
APPRAISAL, QUALITY, TIONAL
COMPENSATION, FLEXIBILITY CITIZENSHIP NEGATIVE
RELATIONS LOW PRODUCT
ABSENTEEISM
TURNOVER

FINANCIAL OUTCOMES
PROFITS ROI
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 THE WARWICK MODEL OF HUMAN RESOURCES
OUTER CONTEXT
(MACRO ENV. FORCES)
SOCIO-ECONOMIC
TECHNICAL
POLITICAL –
LEGAL

BUSINESS INNER CONTEXT

STRATEGY CONTENT (FIRM SPECIFIC / MICRO) HRM CONTEXT
OBJECTIVES CULTURE, STRUCTURE ROLE
PRODUCT MARKET POLITICS / LEADERSHIP DEFINITION,
STRATEGY & TASK-TECHNOLOGY ORGANISATION,
TACTICS BUSINESS OUTPUTS HR OUTPUTS

HRM CONTENT
HR FLOWS
WORK SYSTEMS
REWARD SYSTEMS
EMPLOYEE RELATIONS
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