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HRM Models
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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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October 2017
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August 2017
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.
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.
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.
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.
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.
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.
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.
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-
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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