Veritas University VMHR2014: Analysis of HRM Models: Fombrun and Beer

This report delves into the application of human resource management (HRM) models, focusing on Fombrun's model and Beer's model. It begins by introducing the significance of HRM models in achieving organizational success, highlighting the interrelated functions within Fombrun's model: selection, development, appraisal, and reward. The report analyzes each function, emphasizing their impact on building core competency and employee motivation. It then transitions to Beer's model, which emphasizes organizational change and employee roles, outlining the six steps for implementing change effectively. The report justifies the practical relevance of Beer's model in the modern world, contrasting it with Fombrun's model, and concludes by emphasizing the importance of aligning HRM practices with both employee and manager consent for successful organizational development.

Running head: HRM
HRM
Name of the Student
Name of the University
Author’s Note

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Introduction
In the modern world, success of an organisation can be related to the manner in which
the applications of the human resource management models can be attributed. According to
Noe et al. (2017), every human resource management model provides an analytical
framework for studying the human resources in a concise and clear manner. Bailey et al.
(2018) stated that the models helps in providing characterisation of the human resource
management that could be used for establishing variables and relationships that are required
for research. These management models can be applied for making the organisation better
and productive for the future.
The essay describes the application of certain models that can help in maintaining the
human resource practise in an organisation. The essay focuses on two such human resource
management models, which includes the Fombrun’s model and Beer’s model. The models are
considered in an analytical manner so that the advantages upon its application can be
understood. These two models can help in formulating strategies and implementing changes
in an organisation so that it can continue to progress in a proper and comprehensive manner.
Application of the models is provided and a justification is made about the better use of the
model in a practical sense in the modern world.
Analysis of Fombrun’s model
The application and implementation of Fombrun’s model can be defined as the
ultimate model of human resource management activities. According to Delery and Roumpi
(2017), the model emphasises on the four functions of management and the manner in which
each of the functions are interrelated to one another. These functions include the selection,
development, appraisal and reward. In the words of Taylor, Doherty and McGraw (2015), the
application of these functions is considered as one of the most effective management
processes that can help to develop the competency of an organisation. Stewart and Brown
(2019) is of the opinion that the fact that the model is one of the first and simple that serves as
a heuristic framework can be used for providing an explanation of the nature and significance
of the main human resource activities.
Selection of the human resources needs to be made to build the core competency of an
organisation. In the words of Cascio (2015), it is necessary that for the development of an
organisation in a successful manner, selection of human resources be based on the talents of

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the people as well as the skills set possessed by them. Knies et al. (2017) is of the opinion
that the selection needs to be made by identifying the requirements of an organisation so that
the selected candidates can make a huge impact on the organisational set up. For example, in
an organisation, in which the marketing executives are on the verge of retirement, the
selection of the candidates needs to be made based on the vacancy that is left in the marketing
department.
In the case of the development of the human resources that have been selected, it is
necessary to indulge them in training so that they can meet the requirements of the
organisations. According to Collings, Wood and Szamosi (2018), the development can be
either on-the job training or off-the job training. It is necessary that the training of the
candidates be implemented based on the requirements of an organisation. At the same time, it
is also necessary that the development of the skills possess by the candidates be provided
with priority more than implementation of new skills. At the same time Tiwari, Srivastava
and Kumar (2019), in this manner, it can be easy for an organisation to cope up with the
changing demand of the employees and ensure organisational success.
The appraisal of the employees can be attributed to the performance made by the
employees, which can be useful for understanding the progress made and the contribution
made by the employees. In the words of Glasgow (2018), it is necessary that the appraisal be
conducted based on recent performance and thus, a specific time for appraisal such as 6
months or 1 year is made. According to Gao, Zhang and Huo (2018), the relation of the
appraisal process with that of the selection and the development process is that it can help in
identifying the effectiveness and the competence that the employees possess. Thus, it can be
said that the appraisal process is an important part for an organisation development as based
on the appraisal the motivation factor of an employee is determined.
The rewards provided highlight the manner appreciation that is provided to the
employees for the work done. According to Johnson and Leydesdorff (2015), the appraisal of
the employees can be directly related with the rewards obtained since the employees can be
motivated after the appraisal takes place. At the same time, van Beers, Kouznetsova and
Geers (2015) stated that the rewards could be either monetary improvement or improvement
from the current position held by the employee. Thus, it can be said that for the development
of the loyalty of the employees and increase the efficiency of the organisations, the
application of Fombrun’s model can be considered as effective.

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Analysis of Beer’s model
The model proposed by Beer is inclined more towards the changes that take place in
organisations and the roles played by the people in the organisation. According to Jamali, El
Dirani and Harwood (2015), the individual roles played by the people help in shaping the
organisational roles and thus the theory related to change could be fundamentally flawed. As
stated by Berman et al. (2019) the theory proves the fact that any changes in the level of
attitude among the employees can lead to the changes in behaviour of the employees.
Therefore, it can be said that changes are as conversations made between people. Beer
proposed six steps that can help in attaining changes in an organisation (Berman et al., 2019).
The first step is to ensure that commitment is made for the mobilisation of change
through the joint analysis of the problems. As pointed out by Voegtlin and Greenwood (2016)
this indicates that brainstorming activities can be made so that changes can be implemented
in a proper manner in the organisations. Analysis of problems related to changes can be
attributed to the development of change needs in an organisation. Thus, Noe et al. (2017) is
of the opinion that the mobilisation of the changes needs to be based on the management of a
comprehensive attitude that can be implemented among the individuals. Thus, it can be said
that the first step sets up the direction of the success of the change.
The application of the second step of change is to maintain a shared vision about the
ways to organise and manage goals. As stated by Bailey et al. (2018) this can help in the
development of a competitive attitude among the employees and thus, it can be said that
changes implemented in organisations can be made in a smooth manner. Therefore, as opined
by Delery and Roumpi (2017) the second step can help to understand the factors that are
involved in the management of change and based on the factors a vision for the future of the
organisations can be made so that every employee can comprehend the necessity of changes
in an organisation.
The third step is to foster consensus for the new vision that is made for the employees.
It is necessary that competence be promoted via the new vision so that it can help in the
cohesion of the company and move along with the development of strategies (van Beers,
Kouznetsova & Geers, 2015). According to Taylor, Doherty and McGraw (2015), the manner
in which the new vision can be implemented plays an important role for the resistance to any
type of change in an organisation. Thus, Stewart and Brown (2019) is of the opinion that the

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cohesion to move along the lines of change can be managed by the development of change
that can take place for the development of the effectiveness of an organisation.
The forth step helps in the spread of the revitalisation process to every department in a
comprehensive manner. The key to success in this step is not to force any changes on the
employees. Thus, as observed by Cascio (2015) this step can help in the smooth transition
from one duty to another in an effective manner. The fifth stage helps in institutionalising the
changes by formal policies, systems and structures. In the word of Knies et al (2015), the
development of the formal policies can help in legalising the change and thus can ensure
effectiveness of the organisation and its people can improve.
The final step helps can be attributed to the monitoring and adjustment of strategies
that can be used for providing responses to problems in a revitalised manner. In the words of
Collings, Wood and Szamosi (2018), this can help in understanding the effectiveness of the
strategies and if any further rectifications are required for the implementation of the strategies
in a better and effective manner. Hence, as stated by Johnson and Leydesdorff (2015) based
on the analysis of the steps involved in Beer’s model it can be said that the application can
reduce any form of changes that can be brought about in an organisation and can hope that
the effectiveness of the organisations can be maintained.
Justification of practical relevance of the model
Based on the analysis of the two models related to management it can be said that
practical relevance of Beer’s change management theory can be implemented in the modern
world. According to Tiwari, Srivastava and Kumar (2019), the reason behind the
implementation of the change management in an organisational setting is that it can help in
eliminating any form of resistance shown by the employees. In the words of Glasgow (2018)
the application that Beer’s model brings about in comparison to other change management
models proposed by Lewin is that Beer’s model helps in finding the emotions that lead to the
changes. This also includes understanding the internal environment of an organisation and the
external demand that is required to be met.
On the other hand, in the case of the application of Fomburn’s model, the practical
relevance cannot be made to the modern world mainly because the model fails to take into
account other environmental and contingency factors that can be associated with an
organisation. Factors such as lack of gaining profit, showing support towards the employees

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and proper working environment can have a huge impact on the manner in which employees
can be selected, developed, appraised and rewarded (Gao, Zhang & Huo, 2018). Hence,
based on the negligence of these factors Fomburn’s model can be considered as not having a
proper impact on the development of an organisation and its employees.
Conclusion
Therefore, conclusion can be made about the proper application of the models in the
business world and its importance for ensuring that relationships within the human resource
management can be used for discovering the changes to be implemented in the business
models. The discussion shows that emphasis on the functions undertaken by management can
be considered as independent as well resourceful for the success of an organisation. However,
with the disadvantages that exist in the application, it is also necessary that distinctiveness of
the application be maintained so that future problems related to management can be curbed.
Both Fomburn’s model as well as Beer’s model provides a comprehensive idea about
the intentions of the managers. The decisions that can be attributed with the changes being
made need to be with the consent of both the employees as well as the managers. It has been
seen from the analysis that the application of Beer’s model can be considered as effective in
the modern world mainly due to the approach to changes being implemented by the model.
Therefore, it can be said that for the success of an organisation and its effectiveness changes
implemented is necessary which can be used for maintaining strategic success.

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