Models of Hrm

Harvard Analytical Framework for Human Resource Management

Stake holder
Interests
Shareholders
Management
Employee Groups HRM policy HR outcomes Long-Term
Government choices Consequences
Community Employee Commitment Individual
Unions influence Compliance well-being Human resource Congruence Organisational flow Cost effectiveness effectiveness Rewards systems Societal well- Work Systems being
Situational
Factors
Workforce
characteristics
Business Strategy and conditions
Management
philosophy
Labour Market
Unions
Task Technology
Law and societal values

Source: Beer et al (1984)

The Human Resource Cycle:

Rewards

Selection Performance Appraisal

Training

Source: Fombrun et al (1984)

Strategic Human Resource Management and Environmental Pressures

Political forces

Economic Cultural forces forces Mission and strategy

Firm

Organisational Human structure resource management

Source: Fombrun et al (1984)

The Warwick model of Strategic Change and Human Resource
Management

Socioeconomic Technological Political-legal Competitive

Inner context

Culture Structure Politics/leadership Task-technology Business outputs

Business strategy content HRM content

Objectives Role Product-market Definition Strategy & tactics Organisation HR outputs

HRM context

HR flows Work systems Reward systems Employee relations

Source: Hendry and Pettigrew (1992)

Guest’s Theory of SHRM

HRM Policies Human