Generated from prompt:
Create a presentation titled '10 HR Models Every HR Leader Should Know (In 2026)'. Include the following slides: 1. **Title Slide** — '10 HR Models Every HR Leader Should Know (In 2026)'. 2. **Standard Causal Model of HRM** — Describe that it's derived from many models published in the 90s and early 2000s, showing that HR is effective only when its strategy aligns with business strategy. 3. **8-Box Model by Paul Boselie** — Explain that it shows the eight external and internal factors that influence HR practices' effectiveness. 4. **HR Value Chain** — Based on Paauwe and Richardson (1997), explaining how it creates a nuanced understanding of HR operations. 5. **Advanced HR Value Chain** — Explain that it aligns HR with business performance through the balanced scorecard and HR enablers like systems, budget, and skilled professionals. 6. **The Harvard Model of HRM** — Developed by Michael Beer (1984) and expanded by Paauwe and Richardson (1997), emphasizing a holistic approach with multiple outcomes. 7. **Guest Model** — Developed by David Guest in the late 1980s/1990s, highlighting the strategic role of HR compared to traditional personnel management. 8. **Warwick Model** — Developed by Hendry and Pettigrew (early 1990s), emphasizing alignment between HR practices and internal/external contexts. 9. **Ulrich HR Business Partner Model** — From David Ulrich (1996), describing the four HR roles: Administrative Expert, Employee Champion, Change Agent, and Strategic Partner. 10. **The Storey Model of Human Resource Management** — Built around four elements: beliefs and assumptions, strategic concepts, role of line management, and key levers. 11. **The 5 Ps HR Model** — Centers on Purpose, Principles, Processes, People, and Performance, aligning HR with business goals and focusing on metrics for growth. Design style: professional and modern, with HR-themed icons and color highlights similar to the infographic (blue, yellow, red, and purple).
This presentation outlines 10 essential HR models from the 1980s-2000s, including the Standard Causal Model, 8-Box, HR Value Chain variants, Harvard, Guest, Warwick, Ulrich's roles, Storey, and 5 Ps,
The slide titled "10 HR Models Every HR Leader Should Know (In 2026)" serves as an introduction to essential HR frameworks designed for future leaders. Its subtitle highlights the focus on key models that will be vital in the evolving HR landscape by 2026.
Introduction to essential HR frameworks for future leaders.
The Standard Causal Model of HRM, derived from models published in the 1990s and early 2000s, posits that HR is effective only when aligned with business strategy. It emphasizes causal links between HR practices and business outcomes, serving as a key mechanism for achieving strategic integration in HRM.
Source: Derived from 1990s and early 2000s models
The 8-Box Model by Paul Boselie identifies eight key factors that influence HR effectiveness, while integrating external societal and institutional influences with internal organizational elements. This comprehensive framework provides a balanced perspective for analyzing HR strategies.
Source: Paul Boselie
The HR Value Chain, based on Paauwe and Richardson (1997), provides a nuanced perspective on HR operations by linking inputs to outcomes through key processes. It incorporates employee perceptions for added depth and enhances alignment between HR practices and overall business strategy.
Source: Paauwe and Richardson (1997)
The Advanced HR Value Chain slide outlines how HR strategy aligns with business performance via a balanced scorecard, incorporating enablers like systems, budgets, and skilled professionals to boost overall impact on organizational outcomes. It emphasizes measuring HR effectiveness using integrated performance metrics.
Source: Enhanced model integrating balanced scorecard and HR enablers
The Harvard Model of HRM, developed by Michael Beer in 1984 and expanded by Paauwe and Richardson in 1997, emphasizes a holistic approach to human resource management. It balances stakeholder interests and situational factors to achieve multiple outcomes, including enhanced performance and employee well-being.
Source: Beer (1984); Paauwe & Richardson (1997)
The Guest Model, developed by David Guest in the late 1980s and early 1990s, shifts the focus from traditional personnel management to a strategic HR role that emphasizes employee commitment and involvement. It aims to enhance quality and performance outcomes by aligning HR practices with overall business strategy for organizational success.
Source: David Guest, late 1980s/1990s
The Warwick Model, developed by Hendry and Pettigrew in the early 1990s, emphasizes aligning HR practices with business strategy to achieve effective outcomes. It considers outer context factors like external environments and inner context elements such as internal organizational aspects to promote strategic fit in HRM.
The Ulrich HR Business Partner Model introduces four key roles to align HR strategically with business needs. These include the Administrative Expert for efficient operations, Employee Champion for engagement and well-being, Change Agent for driving adaptability, and Strategic Partner for aligning HR with business objectives.
Source: David Ulrich (1996)
The Storey Model of Human Resource Management provides a comprehensive framework for aligning HRM strategy with organizational goals through foundational beliefs, strategic concepts, and key implementation levers. It emphasizes the pivotal role of line management in execution while guiding overall HRM philosophy.
The 5 Ps HR Model is a framework that centers on aligning HR strategy with business objectives through Purpose, establishing core ethical values via Principles, and streamlining talent management with efficient Processes. It further emphasizes developing and engaging the workforce under People while using metrics to measure and drive performance for sustainable growth.
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