MODELS OF HRM

The Matching Model of HRM

One of the first explicit statements of the HRM concept was made by the Michigan School in
1984. They held that HR systems and the organization structure should be managed in a way that
is congruent with organizational strategy (hence the name matching model). They further
explained that there is a human resource cycle (an adaptation of which is illustrated in Figure),
which consists of four generic processes or functions that are performed in all organizations.
These are:
1. Selection matching available human resources to jobs; 2. appraisal performance
management;
3. Rewards the reward system is one of the most under-utilized and mishandled managerial
tools for driving organizational performance; it must reward short as well as long-term
achievements, bearing in mind that business must perform in the present to succeed in the
future;
4. Development developing high quality employees.

The Harvard Model of HRM

Harvard Model (Beer et al., 1984) stresses the human, soft, aspect of HRM and is more
concerned with the employeremployee relationship. It highlights the interests of different

stakeholders in the organization (such as shareholders, management, employee groups,

government, community, unions) and how their interests are related to the objectives of
management.
The analytical framework of the Harvard model consists of six basic components:

Situational factors
Stakeholders interests
Human resource management policy choices
HR outcomes
Long-term consequences
Feedback through which the outputs flow directly into the organization and to the
stakeholders

The 5-p Model of HRM

5-P Model (Schuler, 1992) melds ve human resource activities (philosophies, policies,
programs, practices and processes) with strategic needs. The model shows the interrelatedness
of these activities and explains their significance in achieving the organization's needs.

The Contextual Matching Model of HRM

Contextual Model (Hendry et al., 1988; Hendry and Pettigrew, 1992) is based on the premise that
organizations may follow a number of different pathways in order to achieve the same results.
This is so mainly because of the existence of a number of linkages between external
environmental context (socio-economic, technological, political-legal and competitive) and
internal organizational context (culture, structure, leadership, task technology and business
output). These linkages contribute directly to forming the content of an organization's HRM.

The European Model of HRM

European Model (Brewster, 1993, 1995) is based on the argument that European organizations
are constrained at both international (European Union) and national level by national culture and
legislation. They are also constrained at the organizational level by patterns of ownership and at
the HRM level by trade union involvement and consultative arrangements. These constraints
need to be accommodated while forming a model of HRM.