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
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