One of the early models is the one by Fombrun, Tichy and Devanna. It is a fairly simple model that uses five categories of variables: ✓ selection,
✓ appraisal, rewards and
✓ human resource development.
In this model at first the employers are newly joined for work. After a certain period of time the performance of the employers’ will be checked by authority and evaluate what is well and what is poor. Employee who makes high-quality performance they get rewards. On the other hand, employee who makes low-quality performance they switched to Human Resource Department for learn and improve their quality. All the employees’ performance will be monitored continuously by HR manager.
The advantage of the model laid on its attachment to market performance and organisational growth. It also led to cost minimisation for employees were regarded as any other resources to be obtained cheaply.
The strength of the model, however, is that it expresses the coherence of internal HRM policies and practices to the organization’s external business strategy.
Although the authors call their model ‘the human resource management cycle’ it is rather static. It seems as if human resource management evolves in a social vacuum. There is no reference to a social environment or a business strategy, nor is any attention paid to the characteristics of tasks and functions.