4. Importancy of the Strategic Models of HRM.

An organisational framework for comprehending the function of human resources is provided by HRM models. This covers the ways in which the organisation can influence HR as well as the ways in which HR's work can impact the organisation. These models can be used as a guide by HR professionals to help them find ways to improve the organisation where they work and add value.

Here are main HRM models to aid in understanding of the duties performed by human resources teams and their place within an organisation:

4.1. Warwick Model

Figure

The Warwick Model

Source: (linkedin.com, n.d.)

                                                           

The Warwick model considers business strategy and HR practices. However, unlike the Guest model, it also considers the internal and external context in which these activities take place, as well as the process by which such changes occur, including interactions between changes in context and content. The model's strength is its ability to recognise and categorise significant environmental influences on HRM. It shows how environmental and external factors are related to one another and looks at how HRM adjusts to different situations. Organisations that successfully align their internal and external contexts will undoubtedly see growth and success.

4.2 The Guest Model

David Guest, a professor at King's Business School in the United Kingdom, created the Guest model in the late 1980s and early 1990s. The model identifies the strategic function of HR and sets strategic HRM apart from conventional HRM tasks.It was among the first models to include both the "soft" and "hard" HRM viewpoints. Additionally, the model positioned HRM's influence on business performance and recognised the critical role that organisational behaviour plays in attaining performance goals. In line with a particular business strategy, the Guest model characterises HR in terms of six interconnected dimensions of analysis:

Figure 02

The Guest Model

(Thakur, 2021)

This human resource management model's opposite is also true: performance, which is influenced by organisational and individual behaviour, will have an impact on financial results. These actions are the consequence of particular HR outcomes that are attained through focused HR practices and policies that are founded on a certain HR strategy.

 4.3. The Harvard Model

Figure 03

The Harvard Model

Source-(Van Vulpen, 2018)

The five parts of this model are as follows:

4.3.1. Stakeholder Interest

·         The model suggests that before developing any policies, the values, opinions, and input of numerous stakeholders should be taken into account. Management, labour unions, the government, the community, and employee groups are some of these stakeholders. Stakeholder interest is where it begins, on the left. The HRM policies are defined by these interests.

4.3.2. Situational Factors

·         Since all factors have an impact on human behaviour, internal and external factors should be taken into account before making policy decisions. The model recommends examining the following situational factors: technology, law, society values, labour market, unions, tasks, workforce characteristics, business strategy and conditions, management philosophy, and labour market. HRM policies are influenced by situational factors and stakeholder interests. These consist of the fundamental HR tasks like hiring, on boarding, and incentive programmes.

4.3.3. HRM Policies and Policy Choices

·         Work systems and reward systems are both necessary for HR policies to operate. Put differently, HR policy establishes how management will handle work, incentives, HR operations, and employee influence. Workers function well when these factors are in balance.

4.3.4 HR Outcomes

·         HRM outcomes are favourable when HRM policies are implemented correctly. They consist of the aforementioned competence, commitment, cost-effectiveness, and congruence.

4.3.5 Long-Term Consequences

·         Basically, the idea behind using the Harvard HRM model to plan and implement HRM strategy is that there will be significant, long-term effects. According to the model, an HRM strategy that satisfies the needs of the workforce will help the business compete in the external market and advance society and the community.

 4.4.Why we need SHRM Models                     

 

4.5 Working of SHRM

The secret to developing human resources and keeping the best talent is strategic people management. In order to motivate workers to stick with the company, it seeks to make them feel engaged and valued. However, before moving further, you need to follow these steps to create a strategic workforce planning process.(Thakur, S,2023)

• Keep a thorough awareness of the GOAgoals of the business. 
• A positive level Following the previously mentioned evaluation, implement an HR strategy.
• Evaluate efficacy and, if required, take steps to make improvements
• In fact, when a company is focused on scaling, the principles of SHRM can actually accelerate growth early on.

Conclusion

An organisation's human capital, or its workforce, is managed through the strategic HR model. makes recommendations on hiring talent, evaluating performance, and determining compensation in addition to coordinating strategies with corporate strategy. Most of the time, models are long-term plans that require development and execution.

References

Human Resource Management Model. (2017). YouTube. Available at: https://www.youtube.com/watch?v=cwpJ-TQ9w1g. [Accessed 18 Dec 2020].

Thakur, S. (2021). Guest Model of HRM with Diagram. [online] Huge Reference Manual. Available at: https://101hrm.com/guest-model/.   [Accessed 18 Dec 2020].

Van Vulpen, E. (2018). 5 Human Resources Models Every HR Practitioner Should Know. [online] AIHR. Available at: https://www.aihr.com/blog/human-resources-models/. [Accessed 13 Dec. 2023]. 

 

 Thakur, S.(2023) Strategic Hr Model: Meaning, Importance and Working. https://101hrm.com/strategic-hr-model/ (accessed 2023-12-20).