The Human Resource Management models contains all Human Resource activities. When these activities respectively are carried out efficiently it will result in a competent and willing workforce
These models establish the need for people to be recruited and developed, which in turn will enable them to achieve the organizational goals and maintain performance. HRM models can be termed as Harvard model, Michigan model and more recently introduced Guest comparative model respectively.
Hard human resource management
Here Workers are considered a resource that needs to be controlled in order to achieve the best possible profit and competitive advantage.
The Michigan model.
This focuses on hard HRM, because it outlines the importance of treating employees simply as means to achieve organizations strategy or as a ‘pure’ resource. Thus characteristics of hard HRM is seen in this Michigan model.
Here it follows task focused employee approach which has highly defined and narrow job design and usually employees are strictly guided. Jobs are usually repetitive, shows a hierarchical culture no defined career progression offered. It defines that people should be obtained cheaply, used sparingly and developed to be exploited fully.
It says that internal human resource policies should have a tight fit to the external business strategy of the organization, and thus known as ‘matching model’. The Michigan model states the different business strategies found and relates them to contrasting styles of HRM in activities such as selection, appraisal, rewards, and developmentSoft human resource management
This is a system in which workers are considered an important resource for a company's growth, they are looked after, and their skills are developed.
The Harvard model.
This model focuses on soft HRM. Because it concentrates attention on outcomes for people, especially their