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The defining features of HRM is popularly known as models. These models provide analytical framework for studying HRM. They provide characterization of HRM that establishes variables and relationship to be researched. Four most common models are :
All these models serve the following purposes:
This is the model of HRM. It emphasizes four functions of management and their interrelatedness Selection, Appraisal, Development and Rewards. This model is incomplete as it focuses on only four functions of HRM and ignore all other environmental and contingency factors. But, this model is simple and can serve as a heuristic framework for explaining the nature and significance of HR activities.
This model consists six critical components of HRM namely stake holders interests, situational factors, HRM policy choices, HR out comes, long term consequences and a feedback loop through.
This model was developed by David Guest in 1997. This model emphasizes on the assumption that HR manager has specific strategies to begin with, which demand certain practices and when executed will result in outcomes. These out comes include behavioural performance related and financial rewards. The model emphasizes the logical sequence of six components : HR strategy, HR practices, HR outcomes, Behavioural outcomes, Performance results and financial consequences.
This model was developed by two researchers, Hendry and Pettigrew of University of Warwick (hence the name Warwick model). Like other human resource management models, the Warwick proposition centers around five elements-
The strength of this model is that it identifies and classifies important environment influences on HRM. This model takes cognizance of business strategy and HR practices, the external and internal content, in which these activities take place and process by which such changes take place including transactions between changes in both external content and internal content.
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