5 Human Resources Model Every HR Practitioner Should Know....

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5 Human Resources Model Every HR practitioner should Know....

HRM model (or HRM framework) is the term for an organizational framework of an enterprise designed to aid in the management and planning in the Human Resources functions of a Business.

The goal of creating HRM model is to manage the workforce in most effective and efficient way possible,in order the achieve the most established objectives.

Human Resource Management is often defined as a concept that can be defined by two sides of this function. One side focuses on fulfilling the soft goals such as Inculcating a sense of team spirit, teamwork and inter-team collaboration. The other side focuses on the more strategic and long term goals such as ensuring effective utilization and maximum development of human resources.

In her book “Strategic Human Resource Management: Corporate Rhetoric and Human Reality” Lynda Gratton, a British organisational theorist, consultant, and Professor of Management Practice, concludes that “…even if the rhetoric of HRM is ‘soft’, the reality is almost always ‘hard’”.

HRM models often combine principles of soft and hard HRM, but with more emphasis put on one of these two approaches. Here are the five most significant HRM models every HR practitioner should know of.

The Harvard Model :

The Harvard Model was postulated by Beer et al (1984) at Harvard University. The authors of the model also coined it the map of HRM territory. The Harvard model acknowledges the existence of multiple stakeholders within the organization. These multiple stakeholders include shareholders various groups of employees, government and the community at large.

The recognition of the legitimacy of these multiple stakeholders renders this model a neo - pluralist model.This model emphasizes more on the human/soft side of HRM. Basically this is because this model emphasizes more on the fact that employees like any other shareholder are equally important in influencing organizational outcomes. In fact the interest of the various groups must be fused and factored in the creation of HRM strategies and ultimately the creation of business strategies.

A critical analysis of the model shows that it is deeply rooted in the human relations tradition.Employee influence is recognised through people motivation and the development of an organization culture based on mutual trust and team work.The factors above must be factored into the HR strategy which is premised on employee influences, HR flows, reward system etc.The outcomes from such a set up are soft in nature as they include high congruence, commitment, competencies etc

The Warwick Model:

The Warwick model takes cognisance of business strategy and HR practices (as in the Guest model), the external and internal context (unlike the Guest model) in which these activities take place, and the process by which such changes take place, including interactions between changes in both context and content. The strength of the model is that it identifies and classifies important environmental influences on HRM. It maps the connection between the external and environmental factors and explores how human resource management adapts to changes in the context. Obviously, those organizations achieving an alignment between the external and internal contexts will achieve performance and growth.

The 5P's Model :

As formulated by Schuler (1992) the 5-P model of HRM describes how HRM operates under the five headings of:

1. HR philosophy – a statement of how the organization regards its human resources, the role they play in the overall success of the business, and how they should be treated and managed.

2. HR policies – these provide guidelines for action on people-related business issues and for the development of HR programmes and practices based on strategic needs.

3. HR programs – these are shaped by HR policies and consist of coordinated HR efforts intended to initiate and manage organizational change efforts prompted by strategic business needs.

4. HR practices – these are the activities carried out in implementing HR policies and programmes. They include resourcing, learning and development, performance and reward management, employee relations and administration.

5. HR processes – these are the formal procedures and methods used to put HR strategic plans and policies into effect.

The Ulrich Model

In his popular book,Human Resources champion,Ulrich sets an opinion that,to be succesful, HR professionals need play at least four different roles namely strategic partner,administrative expert, employee champion and change agent. He also proposes that,HR managers should focuses on what they can deliver before they look at the activities or works of HR.

The axis of Ulrich's model represent two aspects,namely focus and activities. The HRM roles mentioned earlier are depicted in the four quadrants of the model. To clarify these roles each quadrant also contains the outcome of each roles as well as the activities the HR professional is to perform.

The ATSD competency model :

The American Society for Training & Development (ASTD), an association for learning and development professionals, has updated its competency model to guide training professionals’ career development. The ASTD Competency Model provides two sets of actionable paths. First, it offers a broad inventory of topics—such as business acumen, global mindset and industry knowledge—that training professionals need to understand in today’s rapidly changing business environment. Second, it provides specific actions these professionals should take within functional areas—including change management, coaching, integrated talent management, and training design and delivery—to improve their skills and performance.

In Summary

Improved productivity and reaching the set company goals remain the main focus of all HR endeavours. Although no model created to this day offers a perfect solution for all HR efforts, understanding HRM frameworks in their diversity is crucial

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HRM model (or HRM framework) is the term for an organizational framework of an enterprise designed to aid in the management and planning in the Human Resources functions of a Business.

The Harvard Model :

The Warwick Model:

The 5P's Model :

The Ulrich Model

The ATSD competency model :

In Summary

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