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e business plan.

I think strategic role also classifies HR to be a strategic partner in organisation when it comes to knowing true cost of human resource and the controlling of employee's turnover (The worst factor affecting organisation achieving defined objectives).

HR Strategic Behaviour
Human resource management agrees organisation's vision, mission and objective or goals as first process or step towards making a business strategy. HR then defines its own vision according to the values and objectives of a business strategy. HR continually analyze organisation's internal environment i.e. what is happening inside an organisation? Decides objectives which fulfil business needs and objectives and set out implementation strategies to evaluate and achieve those objectives.

Models of HRM
A number of scholars develop different HRM models to demonstrate how effective human resource management can be carried out.

The Fomburn, Tichy and Devanna Model of HRM
The HRM model developed by Formburn et al (1984) emphasizes the integration and interrelatedness of different human resource management activities. The human resource management cycle in this model consists of four components Selection, appraisal, development and reward.

These four human resource activities aim to increase performance of an organisation.

I think this model is more close to personnel management as this model discusses HRM in terms of employee evaluation and reward and only focuses to motivate and train employee in order to achieve business objectives.

The Warwick model of HRM
The Warwick model of HRM extends the Harvard model with five elements those are:

Outer context

Inner context

Business strategy

HRM context

HRM content

The model takes cognizance of HRM business strategy and HRM practices, the internal and external context in which these activities takes place. Outer context is the surrounding of an organisation i.e. economic, technical, political and competitive environment. Inner context consists of organisational culture, its structure and business outputs. Business strategy is vision, mission and objectives of that organisation. HRM context corresponds to HR role, it's polices and output. HR contents define the way HR will work, rewarding systems and employee relationship.

The Harvard Model of HRM
Harvard model of HRM was offered by Beet et at and consists of six component.

Situational factors

Stakeholder interest

Human resource management policy choices

HR outcomes

Long term consequences

A feedback loop through which the outputs flows directly in to the organisation and the stakeholders

Harvard proposed model involves strategic decisions and the actions that affect the environment between the company and its employees or other stakeholder.

Beet et al suggested four key HRM policies consist of human resource flow, employee influence, rewarding and alignment of people with the design or nature of work. HR outcomes are the activities that lead towards achieving those policies defined by HR. HR comes defined by Beet et al corresponds to commitment, cost efficient and competent.

Guest Model of HRM
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