Understanding models in human resource management (HRM) is essential for any human resource practitioner for three reasons. Firstly, it provides a macro perspective of HRM practice in the overall organizational setup. Secondly, the unity and diversity of these models serve as vital inputs in drafting a tailor-made HRM model for organizations. Thirdly, these models offer answers to quite a few dilemmas that practitioners encounter in their mission to pursue an organizationally dovetailed and business-aligned human resource function.
With these objectives in view, this chapter deals with 30 different models in HRM practice. Each of these models illustrates HRM strategy from a particular perspective, its focus, and the principal elements, the overall philosophy, and ultimate objective. These 30 models together enable HRM practice that includes soft and hard variants of HRM, quality-enabled HRM, models drawn from religious scriptures, strategy, structure, process-aligned HRM, profit-motivated, and sectorial-based HRM, thus giving a comprehensive and holistic approach to the subject.
With these objectives in view, this chapter deals with 30 different models in HRM practice. Each of these models illustrates HRM strategy from a particular perspective, its focus, and the principal elements, the overall philosophy, and ultimate objective. These 30 models together enable HRM practice that includes soft and hard variants of HRM, quality-enabled HRM, models drawn from religious scriptures, strategy, structure, process-aligned HRM, profit-motivated, and sectorial-based HRM, thus giving a comprehensive and holistic approach to the subject.