Guest’s model of HRM
Based on Human Resource Management, 4th edition, by Alan Price
David Guest's (1989, 1997) model of HRM has 6 dimensions of analysis:
- HRM strategy
- HRM practices
- HRM outcomes
- Behaviour outcomes
- Performance outcomes
- Financial outcomes
The model is prescriptive as it depends on the understanding that HRM is particularly not the same as customary staff the executives (established in essential administration, and so forth.).
It is hopeful, certainly typifying the conviction that basic components of the HRM approach (basically those of the Harvard map, for example, responsibility have an immediate relationship with esteemed business outcomes.
Nonetheless, Guest has recognized that the idea of responsibility is 'chaotic' and that the connection between responsibility and superior execution is (or, maybe, was - given the age of this material) challenging to lay out. It likewise utilizes a 'stream' approach, seeing procedure supporting work on, prompting an assortment of wanted results.
Like its American ancestors, this UK model is unitarist (integrating worker conduct and responsibility with the objectives of key administration) and tepid on the worth of worker's guilds. The working relationship is seen as one between the individual and the association.
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