Managers for example, may be advised on training options, legislative provisions or how to handle specific people problems. Employees may be advised on their legal rights or development options, or counselled in relation to work or personal problems. The 5 - P model of HRM. Thesoft-hard dichotomy in HRM exists primarily within normative, or prescriptive, models of human resource management, rather than in what Legge (1995 b) terms the descriptive-functional or critical-evaluative traditions.The earliest examples where this terminology is used are in the work of Guest and Storey (1987; 1992).Guest (1987), in seeking to define Someof the best-known HR models are the Standard Causal Model of HRM, the HR Value Chain, and the Harvard Model of HRM. 5 types of HR operating models: Examples. Functional model: This example is most common for smaller organizations and is similar to the business partner model, however similar functions Themodel introduced the concept of strategic HRM linked to the formation and implementation of strategic corporate and business objectives (Devanna et al., 1984. p. 34). The model stated that the HR system and the organisation structure should be managed in a way that is congruent with the organisational strategy. specialistknowledge of HRM (for example, on legal requirements and agreed practices; Hall & T orrington, 1998; Lowe, Model 1 Model 2 Model 3 Model 4 Model 5 Model 6. Constant 3.55 4.0 0 3.96 Thenit briefly analyzes the five models of HRM (namely, the `Matching model'; the `Harvard model'; the `Contextual model'; the `5-P model'; and the `European model') and identifies the main SustainableHRM has been described in several models or frameworks (see De Prins et al., 2014; Ehnert, 2009, p. 172;Ehnert et al., 2014;Kramar, 2014). In these frameworks, HRM practices are mainly Abstract Current models of HRM suggest that expectations about HR roles are changing as organisations are striving to make the HR function leaner and more ‘strategic’. In our article we Abstract This chapter locates the emergence and significance of key intersections of Human Resource Management (HRM) and Employment Relations (ER) in a threefold manner. First, the chapter traces FTZFhu.

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