Human Resource Model every HR Practitioner Should Know

As an HR manager or someone who wants to explore the field of Human Resources, you should be acquainted with the fundamental of such theories. These theories not only give us an understanding of how the system works but also how we can apply them in practical life to drive results accordingly.

These hr models help companies to assist HRs and add value not only to businesses but also to the knowledge of an individual in this field. Here are some of the best HR models every HR practitioner should know to grow the business and company in a better way.

The 5P Model

This method was developed in 1992 by Randall S Schuler, a well-known scholar who was dedicated to matters of global HRM, strategic HRM, and other functions of HRM in organizations.

This human resource model operates under 5 principles:

1. Purpose: It focuses on the organization’s vision and mission as well as defines the primary objective for which it was formed.
2. Principle: The values and culture followed in a company are often classified as operational protocols which help them move one step closer to their goal.
3. Performance: Performance is ultimately the result that can be assessed using the right benchmarks.
4. People: They are the most vital resources who perform their tasks in coordination in order to achieve the company’s purpose.
5. Process: Processes encompass organizational design, operational systems, and business practices.

Another 5P Model was introduced by M. G. Pryor, C. White, and L. Toombs to monitor HR strategies. It had similar features and was used as a tool to track long-term business continuity and progress. In order to sum up we can say that the performance of individuals involved in processes and the tenets of the organization directly influence organizational performance.

The Warwick Model

The Warwick Model was created in the early 1990s by the University of Warwick’s scholars Chris Hendry and Andrew M. Pettigrew. The core element of the professors who developed the hr model is that an organization’s accomplishments and progress depend on how well it manages the changes and external influences that affect it. The hr model maps the connection between external and environmental factors and explores how HRM adapts to these changes.

This hr model was developed from the Harvard Model and represents an analytical approach to HRM. It focuses on 5 different elements:

• The Outer Context: All the macro-environmental factors which can influence the company falls into this domain. For example, legal regulations and laws, socio-economic conditions, political forces, etc
• The Inner Context: All the firm-specific factors such as the company’s culture, structure, politics, and all the internal components form a part of it.
• Business Strategy Content: The company objectives, strategy, tactics, and product market sum up to form the most important key for achieving the company goals.
• HRM Context: It consists of the role, definition, HR output, and organization.
• HRM Content: This measures the reward system, employer relations, HR flow, and the work system.

The 8-Box Model

This model was developed by Paul Boselie and shows different internal and external factors that influence the effectiveness of what is done in HR.

The external forces which influence the HR model are the external general market context, the external population market context, the external general institutional context, and the external population institutional context. For example, if there is a need for skill in the market, the various process in HRM are influenced by this requirement. Apart from this, a lot of external factors have an effect on the model such as trade unions, changes in government legislation, etc.

The one highlighted in the middle forms the core part of this model and it starts with the configuration. It consists of six parts:

1. Intended HR Practices: The goals we have for hiring, training, and other activities are important, but as this model demonstrates, they are just the beginning.
2. Actual HR Practices: Despite our best efforts, HRs and the manager must work together to implement HR practices. Although the manager’s intentions may be good, the actual practices may differ greatly from those intentions.
3. Perceived HR Practices: This is how the employee views the situation inside a company. Despite HR and the manager’s best efforts, if their actions are interpreted differently than they were meant to be and truly carried out, the impression will not reflect the actual HR practices.
4. HR Outcomes: The perceived HR practices will lead to probable HR outcomes which will lead to improvement in the internal as well as the financial performance of the organization.

In the end, these outcomes will eventually lead to the establishment of critical HR goals such as cost-effectiveness, legitimacy, and flexibility as well as ultimate business goals such as profit, market share, viability, and sustained competitive advantage which will help the firm to reach its goal easily.

 The Advanced HR Value-Based Model

The regular and advanced HR value chain models are the two great methods. The typical one involves a causal chain with three components- organizational goals, HRM procedures and activities, and HRM results. Training, hiring, and other aspects of HR work are included in the terms “activities” and “processes.” These have an impact on HRM outcomes, like as performance, retention, and engagement. Results of HRM support organizational goals. Better results are produced, and objectives are further advanced when greater effort and efficiency are applied early in the chain.

The advanced hr model is different in two key aspects. The first is the balanced scorecard’s inclusion. This includes key performance indicators (KPIs) that take into account customers’, financials’, and processes’ perspectives, all of which are integral to the HR value chain. These hr model also considers the budget, HR infrastructure, and competent HR workers as facilitators of HR operations. 

The Ulrich Model

The Ulrich Model, often known as the Dave Ulrich Model, divides those who have an impact on HR policy into four categories. These HR managers are ambassadors for their employees as well as strategic partners and change agents. This paradigm gives people who have an impact on HR work precedence above procedures and regulations. Strategic partners develop HR strategies that aid in the expansion of the company. The major goal of change agents is to enhance the employee experience at an organization, which entails preserving and enhancing the corporate culture through the implementation of strategies.

The management of talent is an issue for administrative professionals. They manage everyday HR operations and use analytics to assess their effectiveness. Their top goals include finding talent, encouraging hard effort, and enhancing retention. They make an effort to ensure that employees are content, safe, healthy, and motivated in their job. Employee champions are people who stand up for and defend the rights of their colleagues. 

 While there are multiple hr models but as per the situation and organization HR Practitioners can use them to derive results and experiment with them to achieve company goals and objectives. All the hr models that we discussed are not the only ones but the best ones which can be used to achieve results. While one might work and the other doesn’t is completely situational.