Human Resource Management

HRM Guide UK HRM Guide USA HRM Guide World About HRM Guide Student HRM Jobs/Careers HR Updates Facebook
HRM Guide Updates
Search all of HRM Guide
HRM Guide publishes articles and news releases about HR surveys, employment law, human resource research, HR books and careers that bridge the gap between theory and practice.

Search all of HRM Guide
Custom Search

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 in the sense that it is based on the assumption that HRM is distinctively different from traditional personnel management (rooted in strategic management, etc.).

It is idealistic, implicitly embodying the belief that fundamental elements of the HRM approach (essentially those of the Harvard map) such as commitment have a direct relationship with valued business consequences.

However, Guest has acknowledged that the concept of commitment is 'messy' and that the relationship between commitment and high performance is (or, perhaps, was - given the age of this material) difficult to establish. It also employs a 'flow' approach, seeing strategy underpinning practice, leading to a variety of desired outcomes.

Like its American predecessors, this UK model is unitarist (tying employee behaviour and commitment into the goals of strategic management) and lukewarm on the value of trade unions. The employee relationship is viewed as one between the individual and the organization.

More articles in this section

 


HRM Guide makes minimal use of cookies, including some placed to facilitate features such as Google Search. By continuing to use the site you are agreeing to the use of cookies. Learn more here

HRM Guide Updates
Custom Search
  Contact  HRM Guide Privacy Policy
Copyright © 1997-2021 Alan Price and HRM Guide Network contributors. All rights reserved.