ement if there is no substantial change in the organization of HR. The advantage of this model was that HR organization would be more flexible and responsible than before, allowing many Human Resources professionals to become respected in business partnerships.

The 4 Roles Model as defined by Ulrich is:
1. Strategic Partner- Helps in the successful execution of business strategies and meeting consumer needs.
2. Change Agent- Delivers organizational and cultural change.
3. Employee Champion- Ensures that employee competencies and commitment are maximized.
4. Administrative Expert- Ensures that there is constant improvement of organizational efficiency by reengineering the functions of HR and other work processes.
However, the major disadvantage of Ulrich’s 4 HR Roles Model is that Ulrich portrays all his defined roles as essential to a successful HRM function. Many HR managers, therefore, forget to balance the model and decide to focus on a specific role, forgetting that it is dangerous not to meet all the roles and expectations (Ulrich, 1998). Research has, over time, shown that many Human Resource managers find it almost impossible to strike a balance between the four prominent roles but instead choose what suits best their companies.

Compare the HR model to other Similar Models
Unlike the Ulrich’s model that has four roles, David Guest’s (1989, 1997) HRM Model has 6 approaches of analysis:
1. HRM Strategy- HR deals with product differentiation (innovation), cost (cost reduction) and focus (quality).
2. HRM Practices- HR deals with employee recruitment, selection, training, job design, appraisal, involvement, rewards, security, and status.
3. HRM Outcomes- HR deals with employee commitment, flexibility, and commitment.
4. Behaviour Outcomes- HR deals with employee cooperation, effort/motivation, organizational citizenship, and involvement.
5. Performance Outcomes- HR deals with employee productivity, innovation, and quali...