The four models in HRM 1.

Fombrun Model - The First model dates back to 1984 and emphasizes just four functions and their interrelatedness. The four Functions are Selection, Appraisal, Development Rewards.

These four components of HRM are expected to contribute to organizational Effectiveness.

The Fombrun model is incomplete as it focuses on only four functions of HRM and ignores all environmental and contingency factors that impact HR functions. the model deserves appreciation for being the first and has set stage for other theories to emerge. It is also a simple model deserves appreciation for emphasizing interrelationship among the four activities and their collective impact on organizational effectiveness. 2. Harvard Model - The Harvard Model claims to be comprehensive in as much as it seeks to comprise six critical components of HRM. The dimensions included in the model are: Stakeholders interests, Situational factors, HRM policy choices, HR outcomes, long term consequences and a feedback loop.

The Stake Holders interests recognize the importance of trade offs between the interests of the owners and those of employees. Trade Offs 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 Situational Factors influence management's choice of HR Strategy. These Situational factors do influence HR strategy and their inclusion in the model is a welcome thing HRM Policy Choices 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. Organizational commitment, employee competence, congruence and cost effectiveness constitute HRM Outcomes. The assumptions here is that employees have talents which are rarely exploited for organizational growth and that they are willing to grow with the organization if a participative environment is available. The Long -Term consequences include societal 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 contributes to societal well-being. The Feedback Loop is the sixth component of the Harvard Model.

3. The Guest Model - Another HR Model was developed by David Guest in 1997 claims to be much superior to other models. This model claims that the HR Manager has specific strategies to begin with, which demand certain practices and when executed, will result in outcomes. Theses outcomes include behavioral, performance related and financial rewards.

The model emphasizes the logical sequence of six components as shown in the figure above - HR strategy, HR practices, HR outcomes, behavioral outcomes, performance results and financial consequences. 4. Warwick Model This model was developed in the early 1990s. Developed from the Harvard model, it emphasizes an analytical approach to human resource management. It also recognizes the impact of the role of the HR function on the human resource strategy content. The researchers who developed the model, Hendry and Pettigrew, focused their research on mapping the context; identifying an inner (organizational) context and an external (environmental) context. The five elements of the Warwick model are: Outer context (the external environment) Inner context (internal factors) Business strategy content

 Human resource management context Human resource management content