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Strategic human resource management can be defined as the linking of human resources with strategic goals and objectives in order to improve business ...
Strategic human resource management can be defined as the linking of human resources with strategic goals and objectives in order to improve business ...
Strategic human resource theory
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Assignment: The Human Resource Practitioner is expected to practice Strategic Human Resource Management. To what extent is this expectation realised in the Caribbean?
The HR Practitioner is expected to practice strategic human resource management. To what extent is this expectation realised in the businesses or organisations in the Caribbean?
What is Strategic Human Resource Management?
Strategic human resource management is a complex process that is constantly evolving and being studied and discussed by academics and commentators. Its definition and relationships with other aspects of business planning and strategy is not absolute and opinion varies between writers.
Strategic Human Resource Management can be regarded as a general approach to the strategic management of human resources in accordance with the intentions of the organization on the future direction it wants to take. It is concerned with longer-term people issues and macro-concerns about structure, quality, culture, values, commitment and matching resources to future needs. It is considered as all those activities affecting the behaviour of individuals in their efforts to formulate and implement the strategic needs of business. It is also viewed as the pattern of planned human resource deployments and activities intended to enable the forms to achieve its goals.
Strategic HRM can encompass a number of HR strategies. There may be strategies to deliver fair and equitable reward, to improve performance or to streamline structure. However, in themselves these strategies are not strategic HRM. Strategic HRM is the overall framework, which determines the shape and delivery of the individual strategies.
Strategic HRM is based on HRM principles incorporating the concept of strategy. So if HRM is a coherent approach to the management of people, strategic HRM now implies
that that is done on a planned way that integrates organisational goals with policies and action sequences.
Expectations of Strategic HRM
The expectations of the SHRM are many, for example the SHRM is expected to programmes that will demonstrate proactive approach to the management function. As a strategic SHRM the organisation would also expect that the he/ she recruit the right people for the job. Therefore the SHRM would need to ensure that the staffs he/she hires is well qualified, trained and have the experience that is required for the job. In this case the SHRM would be expected to have good judgement and free of all bias. The SHRM would also be expected to develop programmes for staff development and send staff on ongoing training. It would also be expected that the SHRM ensure the comfort of all staff in the work environment.
Human resources management is defined as, the [process of evaluating the needs of a business or organization with regards to employees, especially in hiring, recruiting, motivating and compensating employees.1 One of the major roles of this function involves
Ramlall, S., Welch, T., Walter, J., & Tomlinson, D. (2009). Strategic HRM at the Mayo Clinic: A case study. Journal of Human Resources Education, 3(3), 13-35. Retrieved from http://business.troy.edu/jhre/Articles/PDF/3-3/31.pdf
Noe, Raymond A., et al. Human Resource Management: Gaining a Competitive Advantage. 7th ed. New York: McGraw-Hill/Irwin, 2010. Print.
Human Resource Management is the utilization of human resources to achieve organizational objectives. Various studies have concluded that an organization?s human resources is its people. It can be a significant source of competitive advantage. Achieving competitive success through people requires a fundamental change in how managers think about an organization workforce and how they view the work relationship.
Whether an organization consists of five or 25,000 employees, human resources management is vital to the success of the organization. HR is important to all managers because it provides managers with the resources – the employees – necessary to produce the work for the managers and the organization. Beyond this role, HR is capable of becoming a strong strategic partner when it comes to “establishing the overall direction and objectives of key areas of human resource management in order to ensure that they not only are consistent with but also support the achievement of business goals.” (Massey, 1994, p. 27)
In the fields of management and business, Strategic Human Resource Management (SHRM) has been a powerful and influential tool in order to motivate employees to perform productively. (Ejim, Esther, 2013). According to Armstrong (2011), SHRM refers to the way that the company use to approach their strategic goals through people with a combination of human resource policy and practices. The purpose of SHRM is to produce strategic capability that the organisation must ensure such that employees are skilled, committed, and well-motivated in order to achieve a sustainable competitive advantage, (Armstrong, 2011). Particularly, the organisation must be able to carefully plan strategic human resource ideas, aimed to increase the productivity.
Changing Roles. Traditionally, HR has been an administrative position-processing paperwork, benefits, hiring and firing, and compensation. However, recently HRM has moved from a traditional to a strategic role, the emphasis is on catering to the needs of consumers and workers. Before, HR was seen as the enemy and employees believed that HR’s main purpose was to protect management. Now, the position requires HRM to be more people oriented and protect their human capitol, the staff. In addition, human resource management has to be business savvy and think of themselves as strategic partners in the 21st century.
Ulrich (1997) defines strategic HRM&D is an outcome: ‘as organisational systems designed to achieve sustainable competitive advantage through people’. The responsibility for the HRM&D strategy implementation lies with the line managers of an organisation since they have to execute the HRM&D practices on the work floor. Indeed, Schuler and Jackson (1987) argued ‘HRM should ensure that HRM practices are accepted and used by line managers and employees as part of their everyday
HRM in any company is a weighty issue that needs much attention where business performance is linked to a HR strategy (Caldwell 2008; Ulrich et al. 2008). In the recent past, competition has become stiff, such that organizations need to come up with other means to compete in the extremely dynamic market world. Thus, companies have shifted their emphasis to Strategic Human Resource Management (SHRM) where they enhance and empower their personnel in order to increase the productivity and the services offered into the market (Mello 2006). This goes against the traditional ways of increasing the means of competition where organizations place emphasis on tangible resources. In the past, organizations competed in terms of machinery and acquisitions. This has changed greatly due to the changing customer tastes and the diversity of the market in the present (Delery & Doty 1996; Lengnick-Hall et al. 2009).
Strategic Management is the procedure of founding and upholding good tactics. Constructing and defining strategy is not sufficient, Virtuous strategic management iplays a vital part in impending organisational prospects and contests. Management deals with the managing individual according to a set plans and course of action
Understanding the strategic potential of HRM is a relatively recent phenomenon. Strategic HRM attempts to bring HRM to the boardroom. It requires personnel policies and practices to be integrated so that they make a coherent whole, and also that this whole is integrated with the business or organisational strategy.
The article is about the three modes of theorizing strategic human resource management and their applications to organizations. The articles goes into depth about the use of different theories to maximize the company’s goal by using different variables.
Armstrong ( 2010) defined Strategic Human Resource Management (SHRM) as “an approach to making decisions on the intentions and plans of the organisation in the shape of the policies, programmes and practices concerning the employment relationship, resourcing, learning and development, performance management , rewards and employee relationships,” ( p. 115). There is a paradigm shift from a functional role to a tactical one through the strategic management process. SHRM is very important to the effectiveness of my learning organisation because it ensures that the needs of the learning community are met and provides the opportunity for instructional leaders to “add value to the learning community” (Introduction to Human Resource Management, 2012, p.6) while achieving the goals and objectives of the institution.
Human resource management is the strategic and coherent approach to the management of an organization's most valued assets - the people working there who individually and collectively contribute to the achievement of the objectives of the business. The terms "human resource management" and "human resources" (HR) have largely replaced the term "personnel management" as a description of the processes involved in managing people in organizations. Human Resource management is evolving rapidly. Human resource management is both an academic theory and a business practice that addresses the theoretical and practical techniques of managing a workforce. (1)
" This global London-based mining and mineral company was severely impacted by the global recession in 2008. Such an impact forced unprecedented workforce reductions worldwide and decentralized HR management had to be brought in under a single umbrella to ensure an orderly and efficient system that would support the organization’s future productivity."( Case Study OneRedesigning HR HRMG 5000 - Student Simple). Human resources have a strategic significance if managed efficiently and productively. The company revamped and managed its HR functions in a manner so as to achieve the strategic goals of the