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In such workplaces, managers must rely on employees to cope with the uncertainties inherent in the labour process and
monitor and evaluate the outcomes of work. HR strategy aims at developing highly committed and exible people, internal
markets that reward commitment with promotion and a degree of job security, and a participative leadership style that forges
a commonality of interest and mobilizes consent to the organizations goals.
Models of HRM
The following are the three models of HRM:
Matching Model of HRM
Guest Model of HRM
Harvard Model of HRM
grounded:
in the nature of the employeremployee
exchange
in the set of employee attitudes
in behaviours and
in the quality of the managersubordinate
relationship
Third approach creates an integrative model
that combines resource-based and control-based
typologies
market position
but through a careful analysis of its skills and
capabilities, characteristics
that competitors find themselves unable to
imitate
The resource-based perspective emphasizes
the strategic importance of exploiting internal
strengths and neutralizing internal
weaknesses
Integrative Model
Bamberger and Meshoulam integrate the two