Rethinking Human Resource Management
A Comparative Analysis of Theoretical Models and Implications for Strategic Management
DOI:
https://doi.org/10.23882/rmd.26324Keywords:
Human resource management, HRM models, human capital, organizational performance, HR strategyAbstract
Human resource management (HRM) has gradually established itself as a strategic function within modern organizations. In an environment marked by globalization, digital transformation, and intensifying competition, human capital is now a key driver of organizational performance. Over the decades, several theoretical models have been developed to structure the understanding and implementation of HRM practices.
This article presents a literature review aimed at analyzing the main models underpinning HRM, including the Harvard model, the Michigan model, the Warwick model, Ulrich’s HR roles model, Schuler’s 5P model, Guest’s performance model, the human resources value chain, and the distinction between “hard” and “soft” HRM. The objective of this study is to examine these models comparatively in order to identify their theoretical foundations, contributions, and limitations.
The research is based on a narrative literature review drawing on scientific articles from recognized academic databases such as Scopus, Web of Science, and Google Scholar. The results highlight the complementarity of these theoretical approaches and underscore the evolution of the HR function, which has shifted from an essentially administrative role to that of a strategic partner contributing to organizational performance and human capital development.
This study contributes to the literature by offering an analytical synthesis of the main HRM models and by highlighting new research trends such as digital HRM, sustainable HRM, and talent management.
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