Introduction:

The scientific and organized approach to managing people in an organization effectively and
efficiently so that they can compete effectively in the global marketplace is known as human
resource management.
A human resources division can be regarded by many as a very recent invention. However, a
study at the discipline's past indicates that the principles that drive it go back as long as
human history itself. Since the beginning of time, people management and maximizing
employee potential have been important issues. Human resources departments exist now as a
result of the 18th-century practice of human resources management.
American HRM has benefited from the influence of the functional paradigm. However, its
intellectual underpinnings date back to the European system of labor relations. These two
regions have different cultural dynamics and legal systems despite being successful in
generating human resources.

Soft and Hard Human Resource Management:

A common description of human resource management (HRM) is that it has two distinct
forms: soft and hard. The soft model places commitment, trust, and self-regulated behavior at
the core of any strategic approach to people, emphasizing individuals and their capacity for
self-direction. The hard model, in contrast, emphasizes performance management and an
instrumental approach to the management of employees while emphasizing the logic of
strategic fit. The reality is that, despite the "soft" rhetoric of HRM, the organization's interests
nearly always take precedence over those of the individual.

Human Resource Models:

A strategic framework for managing and organizing all corporate operations including human
resources is known as an HR Model. It enables a business to properly and efficiently manage
its workforce. A HR model's primary function is to streamline daily operations and make
plans for potential future opportunities involving the human capital of the company. These
theoretical frameworks are designed to assess accountability and improve staff management.
The following are the HR models:
1. Fombrun Model
2. Harvard Model
3. Guest Model
4.Warvick Model

Fombrun Model
Strategic HRM is explained by Fombrun's Michigan model from 1984. The model's primary
goal was to harmonize the organization's formal structure, new initiatives, and policies with
its human resource system. This aids in better advancing the organization's strategic goals.
They viewed the company's personnel as a strategic resource for gaining an advantage over
the competition. Selection, evaluation, development, and rewards are some of its components.
 Human Resource
Development

Organisational
Selection Appraisal
Effectiveness

Rewards

The model implies that there must be a horizontal alignment because it relates compensation,
assessment, development, and selection. This model has the flaw of ignoring situational
considerations like stakeholder interests and the idea of strategic decision.

Harvard Model
The Harvard HRM model is regarded as one of the most influential "soft HRM" strategies
because it puts a greater emphasis on people than results. The Harvard HRM approach aims
to create the greatest environment possible for individuals to perform their best work. The
approach was first published in 1984 and is based on Michael Beer, Richard E. Walton, and
Bert A. Spector's book Managing Human Assets.
According to the Harvard HRM model, when developing HRM policies and long-term
planning, HR should take into account the interests of all stakeholders. It thus suggests that
HRM must evaluate stakeholder interests and contextual variables while deciding on policies.
These decisions lead to HR results that will have long-term effects on workers, the economy,
and society.
Five elements make up the HR strategy model known as the Harvard model for HRM:

1. Stakeholder interest is where the model begins, on the left. These stakeholders include the
government, employee organizations, management, shareholders, and more. The model of
HRM policies is determined by these interests.
2. Contextual circumstances also have an impact on these interests. Workforce
characteristics, unions, and all the other variables are situational considerations.
3. Stakeholder interests and contextual considerations affect HRM policies. These comprise
the fundamental HR practices, such as hiring, training, and incentive programmes.
4. Strategic HRM policies, when implemented correctly, produce favorable HRM results.
Retention, cost-effectiveness, commitment, and competency are some of these.
5. These beneficial HRM results have long-term repercussions. These can be personal,
professional, or societal.
 STAKEHOLDER
Human
INTERESTS: Human
Resource
resource
Share holder Management:
outcomes:
Policies
Management commitment,
choices,
competence ,
Employee
Employee congruence,
influence, HR
cost-
Government flow reward,
effectiveness
System work
community

Situational Factors: laws and social

values.Workforce characteristics, Long term consequences:
business strategy and condition
Individual wellbeing, organisational
management, labour market unions task
effectiveness, societal well being
technology

It essentially involves the need to achieve alignment between what the organization does
(how it is structured, the processes, procedures, and practices it implements) and what the
organization is and wants to become (its strategy, culture, goals, technology, the people it
employs, and its external environment).

The Guest Model:

In 1997, David Guest created this framework. It clarifies the distinction between HRM and
personnel management (Morrow, 2000). It operates under the presumption that the human
resource manager starts out with certain tactics that will provide results. It can be analyzed in
six different ways:
1. Strategy
2. Practices
3. Outcomes
4. Behavior results
4. Performance results
6. Financial results.

HRM HR Behavioral Performan

Outcomes outcomes: ce
HRM Practices: Financial
outcomes
Commitm outcome:
Motivation
Strategies Hiring, ent, Innovation
, co- Profit, ROI
training, quality, , quality,
operation,
relations flexibility turnover
 The Harvard map's key HRM components and the valuable business outcomes they produce
are directly related. Compared to earlier iterations of the models, it adds a new degree of
analysis. Performance is a phenomenon that occurs on multiple levels and across multiple
levels. It is helpful in establishing a link between HRM procedures and productivity. The
fundamental flaw in this approach is that it doesn't take into account how different HRM
practices can make chain-wide processes more difficult.

Warwick Model:
Researchers at Warwick University, Hendry and Pettigrew, created the Warwick Model. The
Warwick Model for Human Resource Management (HRM) examines how HRM responds to
changes in environmental and external factors by mapping their relationships. It goes without
saying that organizations that successfully connect their internal and external settings will
experience performance and growth.
The five components that Warwick model used to analyze HRM were as follows:
1. The External Context: This refers to all external macro environmental elements, including
social, economic, technological, political, and legal ones.
2. The Inner Context, which includes all internal organizational factors such culture,
structure, politics, leadership, task technology, and business output.
3.Business Strategy Content: This refers to the details of a company's (business) strategy,
such as its goals, offerings, and methods.
4. The HRM Context, including the function, description, structure, and HR outputs.
5.The HRM Content, which focuses on topics like employee interactions, reward systems,
and HR work flow.
Outer context:

Socio-economic , Politico-legal ,
technical, competitive

Inner context:

Culture, task technology, structure,

business outputs, politics/leadership

Business strategy context: HRM context

Objectives, product market, Role, definition, organization, HR

strategy and tactics outputs

HRM context:

HR flow, reward system, work

system, employee relations
In contrast to the Guest model, the Warwick model considers business strategy and HR
practices, as well as the internal and external contexts in which these activities occur. It also
considers the process by which such changes occur, including interactions between changes
in context and content.
The model's strength is its ability to recognize and categorize significant environmental
factors that affect HRM. It examines how human resource management responds to
contextual changes and charts the relationship between external and environmental elements.