https://padlet.com/uk_zaweri1994/pn3xxhu13u9t Describes the six popular models of Human Resources Management en-us 2017-11-08 15:33:17 UTC 2017-11-08 16:22:30 UTC hello@padlet.com uk_zaweri1994 https://padlet.com/uk_zaweri1994/pn3xxhu13u9t/wish/204871004 Dating back to 1984, this model emphasizes just four functions of HR and their interconnectedness.
The components of this model are:
1. Stakeholders Interest: What they want the company to achieve and what kinds of goals and paths they've set.
2. HRM Policies: The stakeholders interests would decide and lead to HRM policies.
3. HRM Outcome: The next stage is the outcomes of the HRM policies.
4. Long-term Consequences: The policies and their outcomes will decide the long term consequences of those policies.
Whether these policies are continued or changed, would then depend upon whether they fulfill the shareholders goals or not. This cycle goes on and makes the base of this model.]]> 2017-11-08 15:40:13 UTC https://padlet.com/uk_zaweri1994/pn3xxhu13u9t/wish/204871004 uk_zaweri1994 https://padlet.com/uk_zaweri1994/pn3xxhu13u9t/wish/204879163 The Harvard Model was postulated by Beer et al (1984) at Harvard University.The Harvard model acknowledges the existence of multiple stakeholders within the organization. These multiple stakeholders include shareholders various groups of employees, government and the community at large. This model emphasizes more on the human/soft side of HRM. Basically this is because this model emphasizes more on the fact that employees like any other shareholder are equally important in influencing organizational outcomes. It is thus important to note that the Harvard model is premised on the belief that it is the organization’s human resources that give competitive advantage through treating them as assets and not costs.]]> 2017-11-08 15:52:32 UTC https://padlet.com/uk_zaweri1994/pn3xxhu13u9t/wish/204879163 uk_zaweri1994 https://padlet.com/uk_zaweri1994/pn3xxhu13u9t/wish/204882033 Developed by David Guest in 1997, this model is a fusion of aspects that resemble both a hard and a soft approach of HRM. Guest proposes 4 crucial components that underpin organizational effectiveness:
1. Strategic Integration: This is the ability of organizations to maintain a fit between the HRM strategy and the business strategy. In other words, there must be congruence between business strategy and the HR strategy for the organization to achieve its goals.
2. Flexibility: Flexibility is basically concerned with the ability of the organization and its people to adapt to the changing business and work environment and to the capacity to manage innovation.
3. High Commitment: This is concerned with the need to have both behavioural commitment, which is the ability to go an extra mile, and attitudinal commitment, which is reflected through a strong identification with the organization.
4. Quality: Quality is based on the assumption that provision of high quality goods and services results from a quality way of managing people. ]]> 2017-11-08 15:56:36 UTC https://padlet.com/uk_zaweri1994/pn3xxhu13u9t/wish/204882033 uk_zaweri1994 https://padlet.com/uk_zaweri1994/pn3xxhu13u9t/wish/204886956  The Warwick Model emanated from the Centre for Corporate Studies and Change at the University of Warwick by Hendry and Pettigrew (1990). The model basically comprise five interrelated elements which allows an analysis of how external factors impact upon the internal operations of the organization reflecting the open system theory of organizational thinking. 
1. Outer Context
2. Inner Context
3. Business Strategy Context
4. HRM Context
5. HRM Content
 The model recognizes the wider context in which HRM operates and emphasizes the full range of tasks and skills that define HRM as a strategic function.  ]]> 2017-11-08 16:04:03 UTC https://padlet.com/uk_zaweri1994/pn3xxhu13u9t/wish/204886956 uk_zaweri1994 https://padlet.com/uk_zaweri1994/pn3xxhu13u9t/wish/204889905 David Ulrich identifies 4 key HR roles which make the organization effective and friendly to employees. 
1. HR Business Partner: HRBP is a strategic role of human resources. It builds a strategic partnership and relationship with the employees. It acts as the single point of contact for employees, represents and advertises HR services in the organization.
2. Change Agent: It is the second strategic role of HR. It participates in change management and communicates changes internally and gains trust of the employees. 
3. Administration Expert: It is a transactional role of human resources. HR implements all requirements evolving from the changes in internal and external legislations, regulations, rules, etc.
4. Employee Advocate: Employee advocate or employee champion is a core HR role. HR has to represent employees, protect their interests, and make sure that strategic initiatives are well balanced.
Overall, this model ]]> 2017-11-08 16:08:40 UTC https://padlet.com/uk_zaweri1994/pn3xxhu13u9t/wish/204889905