... achievement of its objectives.' To date various models of HRM seek to define salient features of HRM. This paper will critique the features of three models of HRM namely, the Harvard, Warwick and New York models. One way of beginning to critique the three models is by stating that the Harvard model hinges on a multiple stakeholders theory whereas the Warwick model is a contextual model hinging on a political and change process theory and that the New York model is a contingency model hinging on a variation of the strategic matching theories. The Harvard model of HRM sees employees as resources. However, they are viewed as being fundamentally different from other resources as they cannot be managed in the same way. The stress here is on people as human resources. The Harvard model emphasises that human resources are not like any other resources as the former can be motivated or de-motivated, they can ...

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