The Harvard model: (1984) which use as an as a strategic
map to concentrates on the soft aspect of HRM. It describes employee
commitment. It also shows that employees needed to be competent and cost
effective. This model has six basic components. Such as;
Stakeholders interest - shareholder, management, employee
groups, government, unions
Situational factors- workforce characteristics, business
strategy and conduct, management philosophy, Labour markets, unions, task
technology, social and law values,
Human resources management policy choices – employee
influence, hr. flow, rewards, work system
Human Resources outcomes- commitment, competence,
congruence, cost effective
Long term consequences- individual well being,
organizational effectiveness, societal well being
Feedback loop
The Michigan model: focuses on hard HRM. It holds that
people should be managed
As like any other resources According to this model,
selection, appraisal, development
And rewards were geared towards organizational
performance.
Guest comparative model :(Guest, 1997) works on as
integrated Human Resources Management practices will result to superior
individual and organizational performance .The concept describes HRM strategies
such as differentiation, innovation, the focus on Quality and cost reduction
will increase good practices which influence the quality of the outcome,
commitment and flexibility by training, appraisal, selection, rewards, job
designs, involvement, and security. The final outcome will be positive
productivity, with innovation, and decrees Labour turnover, fewer conflicts and
less customer complaints.
Warwick model: was developed by Hendry and Pettigrew
(1990). It is on analytical approach to Human Resources Management. It also
recognizes the impact of the role of the personnel functions on the human
resource strategy content. : Outer context, inner context, business strategy
context, HRM context, HRM content
Commitment: The significance in HRM theory of
organizational commitment (the strength of an individual’s identification with,
and involvement in, a particular organization) was highlighted in a seminal
Harvard Business Review article by Richard Walton (1985).
Motivation theory: explains the factors that affect
goal-directed behavior and therefore influences the approaches used in HRM to
enhance engagement (the situation in which people are committed to their work
and the organization and are motivated to achieve high levels of performance).
The resource-based view: Resource-based theory expressed
as ‘the resource based view’ states that competitive advantage is achieved if a
firm’s resources are valuable, rare and costly to imitate.
Resource based view: Barney, 1991 Grant, 1991 Competitive
advantage comes from the internal resources that the organization possesses.
Organizational behavior theory: describes how people
within their organizations act individually or in groups and how organizations
function in terms of their structure, processes and culture.
Contingency theory: states that HRM practices are
dependent on the organization’s environment and circumstances. ‘The
relationship between the relevant independent variables (HRM policies and
practices) and the dependent variable (performance) will vary according to the
influences such as company size, age and technology, capital intensity, degree
of unionization, industry/sector ownership and location. Jackson and Schuler,
1987,Snell and Yaoundé, 1995;Delery and Doty, 1996,Seeking for better
organizational performance HRM strategy has to fit with business strategy
Institutional theory: Organizations conform to internal
and external environmental pressures in order to gain legitimacy and
acceptance.
Human capital theory: is concerned with how people in an
organization contribute their knowledge, skills and abilities to enhancing
organizational capability and the significance of that contribution. Human
capital theory; employee's skills, experience and knowledge will increase the
organizational economic value since comprising above the employees will work
efficiency and effectively to achieve organizational outcomes.
AMO theory: The ‘AMO’ formula as set out by Boxall and
Purcell (2003) states that performance is a function of Ability + Motivation +
Opportunity to Participate. building blocks of organizational Human Resources
Management system.
Agency theory: states that the role of the managers of a
business is to act on behalf of the owners of the business as their agents. But
there is a separation between the owners (the principals) and the agents (the
managers) and the principals may not have complete control over their agents.
European model of HRM Brewster: (1993) described a
European model of HRM as follows:
1. Environment 2. Objectives 3. Focus 4. Relationship
with employee’s 5. Relationship with line managers 6. Role of HR 7. Dialogue between social partners,
8.Emphasis on social responsibility; 9. Participation in decision making 10. Continuous learning.
The matching model of HRM: Forerun (1984) proposed the
‘matching model’, which indicated that HR systems and the organization
structure should be managed in a way that is congruent with organizational
strategy. Forerun proposed the ‘matching model’, which indicated that HR
systems and the organization structure should be managed in a way that is
congruent with organizational strategy.
Forborn Tichy and Devanna model of Human Resources
Management (1984): This model emphasizes according to Human resources
management cycle Human Resources Management activities will be interrelated and
coherent .The Human Resources Management cycle has selection, appraisals,
development, and rewards which links to forms performance.
Guest model of Human resources management :(1989, 1997):
Human resources Strategy, HR policies, HR outcomes, behavioral outcomes,
performance outcomes, financial outcomes
The Storey model of Human resources management: Beliefs
and assumptions, strategic aspects, role of the line managers, key levels
Ulrich’s strategic partner model of Human resources
Management (1997): Strategic, partner, change agent, administrative expert,
employee champion
American models of HRM: Michigan model, New York model
(matching models of HRM) and Harvard model
European models of HRM: Harvard model revised, the
Brewster –burnhouse Brewster hegswhich and Brewster model, the clerk and
Mallory model,
AMO framework: Appelbaum, Bailey, Berg, and Kalleberg,
2000 Organizational interests are best served by an HRM system that attends to
employees' interests, namely their skill requirements, motivations and the
quality of their job
The People - Performance framework: (Purcell, 2003). This
framework, is built on two assumptions which describes “unlocking the black box
the second, is the critical role
of line managers that they apply HRM and the way they
behave towards employee .
Wright and Nishii (2006) model: Wright and Nishii (2006)
studied the mediating
processes in HRM and performance relationship by
examining HR practices, actual HR practices, perceived HR practices, employee
reactions and Performance.
Boxall and Purcell (2008) model: This model is based on
Wright and Nishii (2004) model
And ideas of Purcell & Kinnie (2007) which involves
intentions, actions, perceptions and
Responses which integrate the individual and collective
levels of analysis.
The 5-p’s model of HRM: (1992)
Philosophy: Expressed in statements defining business
values and culture. It expresses how to treat and value people.
Policies: Expressed as shared values and guidelines.
Policies establish guidelines for action on people related business issues and
HR programs.
Programs: Articulated as human resource strategy. These
coordinate efforts to facilitate change to address major people related
business issues.
Practices: For leadership managerial and operational role
practices motivate needed role behaviors.
Processes: For the formulation and implementation of
other activities these define how activities are carried out.
The hard and soft HRM models: Storey distinguished
between the ‘hard’ and ‘soft’ versions of HRM. He emphasizes that ‘the hard one
emphasizes the quantitative, calculative and business-strategic aspects of
managing human resources as an “rational” a way and the soft version is by the
influence of the human-relations school which emphasizes communication,
motivation and leadership.
Contextual model of HRM: The contextual model of HRM
emphasizes the importance of environmental factors such variables as the
influence of social, institutional and political forces which have been
negatively taken in other models.
By : Vachira Karunaratne -Human Talent Management
Solutions- Every Human Being has Certain Talents.
