Question #1: (250 each part) a) Provide a brief description of the models of HRM discussed in the first chapter of the textbook, and explain how each one related to strategic human resource management.
First there is the Fombrun, Tichy and Devanna model which “emphasizes the fundamental interrelatedness and coherence of HRM activities” (Bratton & Gold, 2012, pg. 18, para. 3). There are four main components consisting of selection, appraisal, development and rewards that attribute to the HRM cycle. This model ignores different stakeholder interests, situational factors and management’s choice, but gives strength to the “coherence of internal HR policies and the importance of ‘matching’ internal HR policies …show more content…
The control-based model tends to look externally for the human capital resources needed with the appropriate skill set. Once these employees are found they are organized and used at the manager’s discretion. The business strategy is created and then the search starts to find the resources to fulfill that strategy.
On the other side is the resource-based model, which analyzes the capabilities and skills possessed by internal employees. With a grasp of these internal factors is where the competitive advantage comes from, as this is something that cannot be recreated by other organizations, and from the internal strengths is where the business strategy is formed. Realistically strengths need to be drawn from both internally and externally in business. With the amount of change in economics, technology and the general market place, the HR strategy needs to remain somewhat flexible to adapt to those changes. By taking a rigid approach with either control-based or resource-based models you are being tied to a single method of management, whereas the integrative model allows for adaptability in the strategic approach dependant on the business needs at the time. If, as a business strategy, you are more process driven and look externally for that talent the