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.
Figure 03
The
Harvard Model
Source-(Van
Vulpen, 2018)
The
five parts of this model are as follows:
4
·
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].
