Models of strategic personnel management

Human resources management is a set of activities in area of Labour Affairs, to ensure that the conditions and arrangements are legally correct. Strategic human resources management model is a set of rules and activities needed to provide best employees when they are required. We can distinguish the following strategic human resources management models:

• the Harvard model - applies to: employee involvement, employee motility, the remuneration system, organization of work. The main tasks of the Harvard model is coordination of activities in the aforementioned areas as well as integration with the general strategy of the organization.
• Michigan model, which deals with the following functions: selection of staff, the assessment of the effects of work, rewarding, developing employees. All listed features of Michigan model are interconnected and form a process (cycle of human resources). In addition, these functions at the strategic, tactical and operational levels are just as important.
• National model applies to: long-term planning of HR resources, recruiting among graduates with a specific organizational culture, active personnel development, integration, organization of groups, mobility within the organisation, a system of continuous improvement, social system development.
• universal model includes: employees, integration of the objectives, mission and philosophy of the organization, development of specific organizational culture, employee participation, decentralization, individualization of working relations.

Examples of Models of strategic personnel management

1. The Human Resources Planning Model: This model focuses on the organization's personnel needs in the short and long term, by analyzing and forecasting the company's present and future personnel requirements. It involves analyzing current employee skills, forecasting future needs, developing appropriate strategies and conducting targeted recruitment and training activities.
2. The Performance Management Model: This model focuses on evaluating the performance of employees, setting performance objectives and developing strategies to improve performance. The performance management model encompasses job analysis, performance appraisals, employee coaching and mentoring, and rewards and recognition programs.
3. The Talent Management Model: This model focuses on identifying, developing and managing the organization's talent pool. It involves recruiting and selecting the right people, developing their skills and abilities, and motivating and retaining them. The talent management model includes job analysis, recruitment and selection, training and development, and employee engagement.
4. The Human Resources Outsourcing Model: This model involves outsourcing some or all of the organization's human resources activities to an external provider. It includes recruitment, selection, payroll, training, and other HR processes. The HR outsourcing model is beneficial to organizations as it allows them to focus on core business activities and reduce costs.
5. The Organizational Development Model: This model is focused on the long-term development of the organization's culture, processes, and structure. It involves analyzing the organization's current practices, developing plans for change and implementing strategies that facilitate organizational growth. The organizational development model includes organizational assessment, organizational design, and change management.

Advantages of Models of strategic personnel management

Introduction: Strategic human resources management models provide employers with a framework to help them recruit, retain, and motivate high-quality personnel.

Advantages of Models of strategic personnel management:

• Increased effectiveness: Strategic human resources management models create a structured process that helps ensure that the right skills and talents are recruited and retained. This can lead to higher quality employees, as well as improved productivity and efficiency.
• Improved morale: Strategic human resources management models can help to create a workplace culture that is conducive to employee satisfaction and engagement. This can help to increase employee morale and lead to higher levels of job satisfaction and commitment.
• Cost savings: Strategic human resources management models can help to reduce costly hiring and onboarding processes, as well as minimize costs associated with employee turnover.
• Improved compliance: Strategic human resources management models help to ensure that organizations are compliant with labor laws, regulations, and other relevant legislation. This can help to minimize the risk of legal action and protect employers from potential liability.

Limitations of Models of strategic personnel management

The following are the limitations of models of strategic personnel management:

• These models often rely on assumptions that may not hold true in practice, such as the assumption that employees are motivated solely by rewards and punishments.
• These models also assume that all employees are equally talented and motivated, which is not always the case.
• The models often fail to take into account the complexities of human behavior, such as the effects of culture, personality, and attitude on employee performance.
• The models do not always consider the broader context in which personnel strategies are implemented, such as the organization’s overall goals, the external environment, and the competitive landscape.
• The models are often limited in their ability to account for the dynamic nature of human resources management, as conditions and circumstances can rapidly change.

Other approaches related to Models of strategic personnel management

Introduction: Strategic human resources management models provide organizations with a comprehensive framework for managing their personnel and recruiting the best employees for their needs.

• The Human Capital Model: This model focuses on the management of an organization’s human capital, which is composed of the knowledge, skills and abilities of its employees. It emphasizes the importance of developing and retaining employees, as well as investing in their development.
• The Human Resources Planning Model: This model helps organizations anticipate their personnel needs, assess the skills and abilities of their existing staff, and develop strategies to fill any gaps. This model is based on the premise that organizations should plan for their personnel needs in advance in order to ensure that they have the necessary resources to meet their objectives.
• The Competency Model: This model focuses on the development of competencies, or the knowledge, skills and abilities, of employees. It emphasizes the importance of accurately assessing the competencies of an organization’s personnel and developing strategies to develop these competencies further.
• The Performance Management Model: This model is designed to ensure that an organization’s employees are performing to their maximum potential. It emphasizes the importance of setting goals and measuring performance against these goals in order to ensure that employees are meeting the organization’s objectives.

Summary: Strategic human resources management models provide organizations with a comprehensive framework for managing their personnel and recruiting the best employees for their needs. The Human Capital Model, the Human Resources Planning Model, the Competency Model, and the Performance Management Model are the main approaches associated with strategic personnel management. Each of these models focuses on a different aspect of personnel management, such as the development of employees’ skills and abilities, the planning of personnel needs, and the measurement of employee performance.

Models of strategic personnel management — recommended articles

Personnel strategy — Personnel controlling — Functional strategy — Strategic management principles — Organizational progress — Learning and development perspective — Strategic human resource management — Strategic hrm — Harrington Emerson

References

• Schuler, R. S. (1992). Strategic human resources management: Linking the people with the strategic needs of the business. Organizational Dynamics, 21(1), 18-32.