Some of the HRM models developed to date, nonetheless, are actually mainly concerned with the mechanism or the way a process should work, rather than with the identification of a clear correlation between their components and the objectives and aims pursued by means of their implementation. In some cases, albeit in an effective way, models are concerned with just outlining the process necessary to achieve the final end, do not expressing which means should be used to effectually attain the intended objectives. An example of this is represented by the resource-based models (Barney, 1991; Wright et al, 1994 and Hill and Jones, 2001). These models have the unquestionable advantage of showing the clear relationship and linkage existing amongst businesses resources, their strategies and the achievement of competitive edge. More in particular, resource-based view approaches show how the development of internal capabilities in an inimitable way helps employers to develop the most suitable strategies and hence attain competitive advantage, but the recipe to achieve this objective is not actually provided. Being able to count on the support of valuable, inimitable and non-substitutable individuals, whose competencies and skills can be even deemed rare, can be considered as the final objective, the means to the end of achieving competitive edge, but these model does not indeed provide any indication about what employers should do in practice to ensure their organization human capital to gain such valuable features and abilities.
Longo, R., (2012), Total Reward as a HRM model, HR Professionals, Milan [online].