Wait a second!
More handpicked essays just for you.
More handpicked essays just for you.
Strategies of human resource development
Human resources management competitive advantage
Human resources management competitive advantage
Don’t take our word for it - see why 10 million students trust us with their essay needs.
Recommended: Strategies of human resource development
Human Resourse Management
This essay will review the role of human resource management (HRM) in the strategy process. This will include the function of recruitment and training programs in HRM, the concept of strategic fit and how human resource management can lead to a competitive advantage.
The manner in which an organisation’s personnel are managed has a tangible influence on the productivity of the employees, which ultimately acts upon the firm’s bottom line. Corporate success is dependent upon the integration of the human resource plan and the corporate strategic plan.It has become a widely held premise that people provide organisations with an important source of sustainable competitive advantage and that the effective management of human capital, not physical capital, may be the ultimate determinant of organisational performance (Youndt, Snell, Dean, Jr, & Lepak, 1996).
The relationship between the strategic planning of an organisation’s people and the overall strategy is being increasingly recognised as one of immense importance. A growing recognition of human resources as being a company’s most important asset has, and will continue to, change the focus of strategic planning. It is no longer acceptable to exclusively plan for those assets that will appear on the balance sheet. A cohesive plan integrating human resource management and the overall strategic plan is necessary, such that the management of people is not a distinct function, but acts as a medium through which all other business strategies are implemented (Armstrong and Long, 1994: p. 42). In essence, the competitive, human resource, and structural strategies should all be linked in a systemic and dynamic fashion (Boxall, 1996: p. 61). Unfortunatel...
... middle of paper ...
...y, T.E. (1993), Strategic Human Resource Management, Thomas Nelson Australia: Melbourne.
Schuler, R.S., and Jackson, S.E. (1987), ‘Linking Competitive Strategies with Human Resource Management Practices’, The Academy of Management Executive, Vol. 1, No. 3, pp. 207 - 219.
Schuler, R.S., and MacMillan, I.C. (1984), ‘Gaining competitive advantage through human resource practices’, Human Resource Management, 23 (3), pp. 241 - 255.
Skelton, B (1996), Flexible workforce is a business strength, Human Resource Week ‘96, The Age, pp. C10.
Torraco, R.J., and Swanson, R.A. (1995), ‘The Strategic Roles of Human Resource Development’, Human Resource Planning, 18 (4), pp. 10 - 21.
Youndt, M. A., Snell, S. A., Dean, Jr., J.W., & Lepak, D. P. (1996). Human resource management, manufacturing strategy, and firm performance. Academy of Management Journal, 39 (4), 836-866.
Gomez-Mejia, L. R., Balkin, D. B., & Cardy, R. L. (2007). Managing Human Resources (5th
Retrieved from http://go.galegroup.com.library3.webster.edu/ps/i.do?id=GALE%7CCX1700400026&v=2.1&u=edenweb_main&it=r&p=GVRL&sw=w. Dessler, G. (2011). The 'Standard'. Human resource management. Upper Saddle River, NJ: Prentice Hall.
Torrington, D., Hall, L., Stephen, T., and Atkinson, C., 2011. Human resource management. 8ed. Essex: Pearson.
Noe, Raymond A., et al. Human Resource Management: Gaining a Competitive Advantage. 7th ed. New York: McGraw-Hill/Irwin, 2010. Print.
Strategic human resource management can be defined as the linking of human resources with strategic goals and objectives in order to improve business performance and develop organizational culture that foster innovation, flexibility and competitive advantage. In an organization SHRM means accepting and involving the HR function as a strategic partner in the formulation and implementation of the company's strategies through HR activities such as recruiting, selecting, training and rewarding personnel (Sinha, 2007). This is the effective way of organizing the workforce by the adoption of a specific strategy, where employees' performance can help to achieve the planned organizational targets, such as increasing revenue or improving the profit margin. However, there is no common strategic human resource definition that fits every situation (Lotinggi, 2008). This paper will focus on strategic human resource management at Smarte Carte, Inc. and attempt to make a determination if the company uses SHRM effectively or if there are areas where improvements could be made.
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.
Noe, Raymond A., John R. Hollenbeck, Barry Gerhart, and Patrick M. Wright. Human Resource Management: Gaining a Competitive Advantage. 7th ed. Boston: McGraw-Hill Irwin, 2010. Print.
Lengnick-Hall M.L.; Lengnick-Hall, C.A.; Andrade, L.S.; Drake, B. 2009. “Strategic human resource management: The evolution of the field.” Human Resource Management Review, 19, pp. 64-85.
Honey and Mumford (1996). Armstrong, M. (2012) Human Resource Management Practice. CH 40. Accessed on (20/04/14)
Tracey, W. R. (1994). Human resources management & development handbook. Amacom books. Retrieved from EBSCOhost.
However you define the activities of management, and whatever the organisational processes are, an essential part of the process of management is that proper attention be given to the Human Resource function. The human element provides a major part in the overall success of the organisation. Therefore there must be an effective human resource function. In the past, most organisations viewed Human Resource Management (HRM) as an element function, that is an activity that is supportive of the task functions and does not normally have any accountability for the performance of a specific end task. Because of the emphasis on analysis and precision there is a tendency for strategists to concentrate on economic data and ignore the way in which human elements and values can influence the implementation of a strategy. 'Economic analysis of strategy fails to recognise the complex role which people play in the evolution of strategy - strategy is also a product of what people want an organisation to do or what they feel the organisation should be like.?(1).
4) Tokesky, George C; Kornides, Joanne : ‘Strategic HR Management is vital’( Personal journal, December 1994 v 73 n 12 p 115.
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.
Introduction A comprehensive Human Resource Management Strategy plays a vital role in the achievement of an organisation’s overall strategic objectives and visibly illustrates that the human resources function fully understands and supports the direction in which the organisation is moving. A comprehensive HRM Strategy will also support other specific strategic objectives undertaken by the marketing, financial, operational and technology departments. In essence, an HRM strategy’s aim should be to capture the ‘people’ part of an organisation and its medium to long-term projection of what it wants to achieve, ensuring that. It employs the right people, those have the right mix of skills, employees show the correct behaviours and attitudes, and employees have the opportunity to be developed the right way.