HRM

Model?
─ Also known as HR Framework;
─ Organization strategic system designed to:
─ Manage and
─ Coordinate Business functions- Human Resources.
─ Simply; what is HRM and how it operates?
Need for designing HR
Model
The Goal of creating HRM model:
─ To help companies manage their workforce in most efficient and
effective manner.
─ In order, to achieve the organizational objectives.
Models of Human Resource
Management
1. The Fombrun
2. The Harvard
3. The Guest HRM Model
means what is
4. The Warwick Human Resource
5. The 5 P’s Model Management
6. The Ulrich Model and how it
operates
7. The ASTD Competency Model
1.The Fombrun, Tichy and Devanna Model

Being the first model (dates back to 1984), this emphasizes just four
functions and their interrelated­ness. The four functions are selection,
appraisal, development, and rewards.
These four constituent components of human resource management and
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.
 2. The Harvard model of
HRM
─ By Michael Beer in 1984 at Harvard University
─ Operating with 5 significant components: Situational
─ Situational factors and stakeholders Long-term
Consequences
factors

interest affects and shape HRM policies.

HRM
─ Implement HR Policies to achieve Outcome
Stakeholder
s interest

HRM Policies

HR Outcome, which lead to favorable consequences.

The Harvard model of HRM
diagram
 3.The Guest Model
Yet another human resource management model was developed by David Guest in 1997
and claims to be much superior to other models. The details will justify the claim. This
model claims that the HR manager has specific strategies to begin with, which demand
certain practices and when executed, will result in outcomes.
These outcomes include behavioural, performance-related, and financial rewards.
The model emphasizes the logical sequence of six components: HR strategy, HR practices,
HR outcomes, behavioural outcomes, performance results, and financial consequences.
 Looking inversely, financial results depend on employee performance, which in turn is
the result of action-oriented employee behaviours.
Behavioural outcomes are the result of employee commitment, quality,
and flexibility, which, in turn, are impacted by HR practices.
HR practices need to be in tune with HR strategies which are invariably
aligned with organizational strategies.
The claim of the Guest model that it is superior to others is partly justified
in the sense that it clearly maps out the field of HRM and delineates the
inputs and outcomes.
But the dynamics of people management are so complex that no model
(including the Guest model) can capture them comprehensively.
 4. The Warwick Model
─ By Hendry and Andrew in 1990s at Warwick University;
─ Similar to Harvard, this model also have 5 different Elements:
1. The outer Context – (Political, technical, competitive forces)
2. The Inner context – (Structure, leadership, culture)
3. Business Strategy context – (Organizational strategy, Objectives)
4. HRM Context – (HR Role, Organization, HR outputs)
5. HRM content – (HR Flow, reward system, work system, employee
relations)
 5. The 5 P’s Model
─ This Strategic HR Model developed by Randall in (1992);
─ Also have 5 constitutional aspects:
1. Purpose – Organization vision, mission and primary objectives;
2. Principles – Operational protocol, set to achieve purpose;
3. Process – Organization architecture, system and operations;
4. People - Human Resources in line with principles and process;
5. Performance – Result, that can be measured appropriately.
 6. The Ulrich Model
─ Also called Strategic partner model, introduced by Ulrich in 1995;
─ Ulrich, categories HR Functions into Four Roles:
─ Simply, this model focus on peopleor
HR professionals roles like Strategic
partner, Change agent, Admin Expert
and employee advocate.
7. The ASTD Model

The ASTD Competency model was developed in 2004 by

the American Society for Training and Development, after a
conference and research process conducted by ASTD, DDI,
and Rothwell and Associates.
The model delivers a roadmap of success that lays out
performance against a credible set of descriptors.
─ This model is founded on three layers or blocks:
1. Foundational level – Essential competencies; personal, inter-
personal and managerial
2. Focus level – AoE such as coaching, improving employee
performance, social learning, career planning and evaluating.
3. Execution level – 4 professional roles; Learning strategist, project manager,
business partner and professional specialist.
─ Professional development is the key to personal and company success.
 Roles:
• At top layer or execution

The ASTD Model level;

• Roles depend on the work
or project;
• Role is broader than just
─ Developed by ASTD in 2004; title;

Foundational Competencies:
Areas of Expertise (AoE):
• Supporting competencies,
• 2nd layer of the model;
• link to successful
• Composed professional
performance in the field,
and technical areas
• Regardless of an individual
required for success;
who perform • Specializes areas need to
build and implement;

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