Five important HR Models
Human resource models are vital in the explanation of the different roles of HR in the business context. These models also serve many other purposes, such as helping to illustrate how the HR function enhances value to any business. Additionally, these models help to show the significance of various human resource management practices. For example, the models legitimise distinctive HR approaches to certain practices such as employee training. HR function models include;
The Ulrich model focuses on organising the HR function of large organisations. Ulrich suggests that HR function consists of four roles that professionals in the market must play. The tasks include administrative expert, employee champion, strategic partner, and change agent. According to Ulrich, administrative experts provide efficient practices, strategic partners enhance results, employee champions produce competent workers, and change agents deliver change in company culture and individual behaviours.
The Fombrun model focuses on four functions of HR and their relationships. All the components of HR management contribute to effectiveness in the company. Such functions include; rewards, selection, appraisal, and development. However, the model does not account for other factors such as contingency and environment and their implications on the HR function.
The Harvard Model
This model is more comprehensive compared to the Fombrun model because it considers the critical aspects of HR management. The framework focuses on factors such as HRM policy choices, interests, HR outcomes, long-term consequences, stakeholders, and situational factors. According to this model, the output of the HR function is felt by stakeholders and the organisation.
The Warwick Model
Warwick’s model considers HR practices, business strategy, HRM context, and HRM content. This model is strong because it identifies macro factors such as environmental that influence HR in the context of change.
The Guest Model
The Guest model tells us that the HR manager has certain strategies that must be executed using a number of specific human resource practices to achieve results. The results relate to performance, financial rewards, and behaviour. The dimensions of the model relate to HR practices, HR outcomes, HR strategy, performance results, behavioural outcomes, and financial implications.