Wait a second!
More handpicked essays just for you.
More handpicked essays just for you.
the importance of strategic human resource
the importance of strategic human resource
roles of human resource in strategy formulation
Don’t take our word for it - see why 10 million students trust us with their essay needs.
Recommended: the importance of strategic human resource
The strategy and HR policies impact the business results company. If companies want that influence to be positive, personal strategy should be designed and implemented taking into account the nine key efficacy variables, namely: consistency with the external environment; and the internal characteristics of the firm; and with business strategy; Internal consistency of the HR policies with each other; management suitable for implantation; strategic role of the HR department; professional skills of the function; monitoring, adaptation and continuous improvement personnel system. This paper focuses on providing a critical examination of effective HR practices in organisation. 2. Discussion There are numerous empirical studies which show that human resource practices have influenced the results of the company. These studies are varied in the type of business, sector, country and other possible variables. For example, Choo et al (2010), in a study examined the impact of globalisation on strategic human resources, with reference to the mediating role of a company’s CEO. Parker and Caine (1996), for its part, focused on both an historical review of the HR planning process, with evidence from the 1970s, 80s and 90s, together with some research into the best approach for HR planning in the 1990s. It is very useful from an historical context, though the outcomes are dated. According to Cannings and Hills (2012), HR strategy and its implementation may consist of other itself a key element in the competitiveness of the firm. This report examined how organisations can benefit by growing the impact of human resources management to support their purpose and aim. The same system of human-made resources, for its strategy, policies and practices-ca... ... middle of paper ... ...also be aligned with the need for self-realization of people, and the latter, not because of that form will be even more effective, because sometimes, especially in the short term, may they are not-but for ethical and humanistic direction positioning of the company. For example, considering only the effectiveness in the case of a poorly-trained staff, chain to work doing manual and monotonous activities, and in environments very stable and predictable in principle not is necessary to encourage participation, as involve a cost, and improvements could be obtained, would probably not be significant because of the nature of the production system. However, from a viewpoint humanist, yes it would be appropriate to encourage the participation of employees so that they could influence their work, even if efficacy could see a little resentful, especially in the short term.
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).
Human Resource Management (HRM) is the administration and control of employees. Its purpose is to ensure that the workers and the employer cultivate a valuable relationship. As a result, the company will record an exceptional performance particularly with regard to employee productivity (Paauwe, 2004). Further, the workers will benefit in terms of job satisfaction and self-development (Paauwe, 2004). Some of the activities involved in managing workers include selection and recruitment, training, development, motivation, and appraisal (Sharma, 2009). This paper aims to analyse the role of human resource management in organisations and its linkage to the wider organizational strategy using Tesco and Harrods as illustrations.
" 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
Strategic human resource Management Company for furthering the targets of best companies to cater to the needs of its employees to help in is designed to. And keep on a such work to the employees in the form of firing that affected trade, payment, benefits, training, and administration any aspect of the human resource management. Human Resource work even incentives, security process of information, and sick leave day or can provide. Strategic human resource management of the people of active management. Thinking of it further, and better to meet the needs of the company for a company for better of its employees to meet the requirements, and ways for employees of the scheme is required. It things for appraisal techniques and discipline conventions and staff training programs to work to improve everything in a trade at the site, are working can influence the way.
Summary Statement: This paper examines in detail HR function and its implications in an organization. The paper discusses how the HR function is handled in an organization. The paper explains what are the efficient ways to use it in an organization, its division and supervision strategies. Human resource function is the process by which the HR manager can ensure that the organization has correct number of employees with correct skills in present or in the future to meet the organization’s strategic business objectives. For example, if an organization plans to expand into new markets or to provide new services in the near future, the HR manager should develop a HR plan to measure how many new employees should be hired? What skills should the employees have? When should the recruitment start? How will this plan affect the existing employees? Does any Government regulation that should be consider? These are only a few of the many considerations in formulating an effective HR function The advent of knowledge economy requires companies to form a new concept of HR, that is, the human- oriented concept. Globalization refers to the development of an economy and any forms of governance that span much of the world. It means the integration of markets across the entire world and the increasing tendency for people, corporations and states to operate in or across national boundaries. By these exercises, the performance theory concludes that there may be some linkages within a broad view of performance which could explore causal links between HR and performance. In addition to Guest’s review on HR and performance, there is a growing body of literatures that support the correlation between high performance as a result of HR practice and vari...
The purpose of this report is to discuss a couple of strategic issues faced by human resource management practices in companies of today. At the end of this report, the advantages and challenges that each of these issue bring will be evaluated. Recommendations that organisations can put in place will be given to overcome the challenges brought on by each strategic issue. The strategic issues that I have chosen to discuss in this report are Mergers and Acquisition and Outsourcing.
In my opinion, HR practices can make positive contributions to organisational performances, because except the unpredictable external environments, human resource management can improve the most factors that affect employees’ performances which finally influence organisational performances in long-term perspectives. This essay is aim to prove human resource practices can positively effect organisational performances based on literature discussion and empirical evidences. The next section briefly brings few negative views about the limitation of HRM related to improving organisational performances. The third section discuss the positive relationship between HR practices and organisational performances are established by applying HRM processes of hiring, selecting, placing employees as well as creating employment relationships within organisations. The final section is going to analyse an example company Mark & Spensers successfully utilised HR practices to improve their organisational performances and created competitive advantages.
Strategic management refers to the methodology of crafting strategies, their execution and assessment of their adequacy. It aims to ensure that HR strategy is not a means however an end in itself as far as business objectives are concerned. HRM is completely integrated with the strategy and the strategic needs of the organization. Human resource policies cohere both across policy regions and across hierarchies. HR architecture of the organization brings about its above-average fiscal execution and is composed of the frameworks, practices, competencies and employee performance behaviors that reflect the improvement and management of the organization’s human resource. Human resource practices are balanced, acknowledged, and utilized by line managers and employees as feature of their everyday work. The strategic HRM guarantees expanded employee and organizational productivity and subsequently contribute to upgraded performance. It builds t...
This paper will attempt to give a broad overview from the available literature within three areas. First, the paper will explore the historical relationships of HR and organizational strategy. Second, the paper will give an overview of current practices and trends. Lastly,...
Schuler, R., & Jackson, s. (2007). Strategic human resource management (2nd ed.). united kingdom: Blackwell Publishing
In this report will cover the importance of having a close relationship between an organisation’s HR strategy and business strategy along with the difficulty to determine the impact of an organisation’s human resource strategy on organisational performance.
1. Mello Jeffrey A. (2002) Strategic Human Resource Management. South Western Press, Canada. 2. William P. Anthony et al (1999) Human Resource Management: A Strategic Approach. Harcort, Inc., USA
Although there is no consensus or an unique definition to the objectives and it can vary from country to country, business to business and organizations to organizations etc., HR with the purpose of supporting the delivery of the organisation’s strategy and objectives through management of people and performance is one of the main accepted definitions worldwide. This combined with HR functions that have gone beyond simply being the people function into overall performance , HR professionals with a complex set of competencies and supreme behaviors to guide the organizations to achieve the strategy, make the HR roles and responsibilities even more complex
In the 1980’s, the birth of a new concept called ‘Human Resource Management’ was born. This trend comes after an intense period of Taylorisation, Fordism and now, McDonaldisation. HRM came to counter balance these trends and to consider the concept of the Man as a Man and not as a machine. For the last several decades, the interests of companies in "strategic management" have increased in a noteworthy way. This interest in strategic management has resulted in various organizational functions becoming more concerned with their role in the strategic management process. The Human Resource Management (HRM) field has sought to become integrated into the strategic management process through the development of a new discipline referred to as Strategic Resource Management (SHRM). In current literature, the difference between SHRM and HRM is often unclear because of the interconnections linking SHRM to HRM. However, the concepts are slightly different. Thus, we can ask, what is strategic human resource management? What are the main theories and how do they work? What do they take into account and how are they integrated? What are the links between SHRM and organization strategy? In order to answer to these questions, we will precisely define strategic human resource management, followed by a look at the different approaches built by theorists, and finally, we will see the limits between the models and their applications depending on the company’s environment. Discussion Strategic Human Resource Management: definition Strategic human resource management involves the military word ‘strategy’ which is defined by Child in 1972 as "a set of fundamental or critical choices about the ends and means of a business". To be simpler, a strategy is "a statement of what the organization wants to become, where it wants to go and, broadly, how it means to get there." Strategy involves three major key factors: competitive advantages (Porter, 1985; Barney, 1991), distinctive capabilities (Kay, 1999) and the strategic fit (Hofer & Schendel 1986). Strategies must be developed with a relevant purpose to sustain the organizational goals and aims. SHRM is one of the components of the organizational strategies used to sustain the business long-term. SHRM defined as: “all those activities affecting the behaviour of individuals in their efforts to formulate and implement the strategic needs of the business. (Schuler, 1992)” or as “the pattern of planned human resource deployments and activities intended to enable the firm to achieve its goals.
The aim of this study is to understand the basis of Strategic Human Resource Management with background knowledge from human resource management and strategic management. The study covers the definition of strategic human resource management, its importance, framework, roles and the development and implantation of human resource management and finally an assessment on HR strategies and their application in an organisation.