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There are several models of Human Resource Management that explain how Human Resource systems and structures should be managed in a congruent manner in line with an organization’s strategy. One of these models is referred to as the Matching Model, which suggests that generic processes and functions are performed by all organizations. One of the main models is that of the Michigan model Fombrum et al (1984). This model advocates that selection, performance management, reward systems and training and development are all performed by one organization (See Figure 2 below).

The Matching Model

This is not the case in the Public Service of Trinidad and Tobago as these functions are distributed among the Service Commissions, the Personnel Department and the Ministry of Public Administration. The Service Commissions are only responsible for issues in respect to selection of public officers.

 Figure 2: 

Figure3: The Harvard Model for Human Resource Management (Source Beer et al 1984)

Another model is the Harvard Business School Model, Beer et al (1984) which is depicted at Figure 3. This model states that Human Resource Management involves all management decisions and actions that affect the nature of the relationship between the organization and its human resources. The Harvard Business School model has two (2) characteristic features, in that it suggests managers accept more responsibility for ensuring the alignment of competitive strategy and personnel and policies. The second that personnel has the mission of setting policies that govern how personnel activities are developed and implemented in ways that make them more neutrally reinforced. Boxall (1992) in commenting on this model stated in part that the model acknowledges a broad range of contextual influence on management’s choice of strategy, suggesting a meshing of both product-market and socio-cultural logics. It also emphasizes choice in that it is not driven by situational or environmental determinism.

While the model is a guide to managing people in organisations, its total usefulness to the context of Public Service Human Resource Management in Trinidad and Tobago is questionable. To the models credit it includes reference to laws as a situational factor that would impact Human Resource policies and choices. Nevertheless, as indicated by Boxall in relation to strategic choices the model argues that Human Resource Management is not driven by situational or environmental determinism. On the contrary, Public Service Human Resource Management is heavily influenced by law and other situational factors such as its legislative framework and other Public Law legislation, like the Judicial Review Act (2000) that defines the parameters for its operationalization.

One of the major characteristic of Human Resource Management is that it is a management driven activity in that, delivery of Human Resource Management is a line management responsibility to ensure that the purpose of Human Resource Management which is achieving success through people is achieved. Moreover, Gratton et al (1989), in conducting research into Human Resource policies and practices lamented that generally there was a wide gap between the sort of rhetoric expressed in relation to theories, models and framework and the reality of their application. They argue that it is always difficult to do all the things advocated by the models; the whole concept of (theory in use) is often difficult. These areas they agreed are driven by contextual factors, process and problems. They reasoned that while it would be easy to come up with new and innovative policies and practice, the challenge is to get them to work. These views aptly apply to the Public Service context and realities, in trying to reform Human Resource Management in the Public Service. One has to be careful in trying to import foreign prescriptive models that may have worked elsewhere but efforts to introduce them within the Trinidad and Tobago context may well prove disastrous due to its legislative framework and other constraint.

2.1.2 6Applicability of the Human Resource Management Models to the Public Service The models suggest that strategic Human Resource Management is a coherent, integrative approach to the management of people. Also critical are the human resource systems and activities and organizational strategy. The models speak to the use of planning which is underpinned by a philosophy, in which people (strategic resource) are seen as a major means of achieving competitive advantage, vertical and horizontal integration are major features of the models which contend, that congruence between business and human resource

management strategies, so that the latter supports the accomplishments of the former and help to influence it.

The models point to a unifying framework for the practices of Human Resource Management within a single organization. These practices should be driven by the formulation and implementation of specific strategies for each of the functional area of Human Resource Management. In essence this implies there must be an overarching strategy which describes the general intentions of the organization about how people should be managed and developed and what steps should be taken to ensure that the organization can attract and retain the people it needs, as well as, specific strategies relating to different aspects of Human Resource Management. Clearly, the practice of Human Resource Management, if it has to be transformed, it can be guided by these strategic models but adapted to suit the Public Service context.

2.1.27 The Establishment of Human Resource Management Divisions in Ministries and