The Warwick Model (Hendry and Pettigrew)

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The Warwick Model (Hendry and Pettigrew)

The Warwick Model was developed by Hendry and Pettigrew at the Centre for Strategy and Change at Warwick University in the early 1990s (hence the name "Warwick model"). It distinguishes five main elements, each with various sub-elements:

• Outer Context (macro environmental forces)
  
  • Socio-Economic
  • Technical
  • Political-Legal
  • Competitive
• Inner Context (firm specific or micro environmental forces)
  
  • Culture
  • Structure
  • Politics/Leadership
  • Task-Technology
  • Business Outputs
• Business Strategy Context
  
  • Objectives
  • Product Market
  • Strategy and Tactics
• HRM Context
  
  • Role
  • Definition
  • Organization
  • HR Outputs
• HRM Content
  
  • HR Flows
  • Work Systems
  • Reward Systems
  • Employee Relations

The Warwick model takes cognizance of the business strategy and HR practices, the external and internal context in which these activities take place, and the process by which such changes take place, including interactions between changes in both context and content.

A strength of this framework is that it identifies and classifies important environmental influ­ences on HRM. It maps the connection between the external and environmental factors and explores how Human Resource Management adapts to changes in the context. Obviously, organizations that can achieve a good alignment between the external and internal contexts will achieve performance and growth.

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		1 Gandhi Heryanto Management Consultant, Indonesia
	International Warwick Model Applicability? The Warwick HRM Model was developed by researchers Chris Hendry and Andrew M. Pettigrew at the University of Warwick in the early 1990s. It was developed from the Harvard Model. The Warwick model framework represents an analytical approach to HRM. The main concept of HRM policy development is the philosophy concept of how to manage people. The Harvard and Warwick models also take into account political, economic, social, technological, environmental, legal and organizational situational factors. The consideration of these factors is strongly influenced by the context in which the model is developed. The Harvard model was developed with an American context. This out-of-context approach requires a specific cultural context perspective that will be different. The Warwick model, originating from the Center for the Study and Corporate Change at the University of Warwick, Europe will consequently differ from the American Harvard model as this Warwick model reflects European traditions and management styles. I wonder if the Warwick model is applied (or is considered applicable) in Asia, which of course has a different culture and other factors than Europe and America?

		1 rustenburg Business Consultant, Netherlands
	Worldwide Use of Warwick and Harvard Model The Warwick and Harvard model are 'generic' and can be used (applicable) per country and region. However, the analysis results of the various sub-elements differ per country and region. Therefore, the HR, Marketing and Sales plans differ per country and region.

		2 Gandhi Heryanto Management Consultant, Indonesia
	International Warwick Model Applicability? @rustenburg. What I meant in my reaction is that - due to cultural differences - elements and other factors such as laws, labor union etc. in the Warwick model, the model cannot be copied directly to be applied in Asia (Indonesia). The Warwick's HRM model takes five elements into consideration with their respective sub-elements: External context (power macro environment); Inner context (company specific or micro environmental strengths); Business strategy content; HRM context and HRM content. Its strength is if there are relationships and alignment between the external and internal contexts then it will achieve performance and growth. But it give problems If there are differences in the elements and sub-elements because of culture and other factors such as : 1. The HRM model in Asia (Indonesia) is not based on individual performance, as its culture is not individualistic but based on mutual cooperation or teamwork. 2. The legal framework supporting labor protection is still less stringent than in Europe and America. 3. The labor unions have no collective bargaining position and play no role in management decisions, especially those related to HRM policies and practices. 4. The HRM practices are usually less formal than those in America or Europe. Also, other factors of elements and sub-elements are required when applying the Warwick model. Therefore it needs many adjustments for its application.