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Theories of Strategic Human Resource Management
Theories of Strategic Human Resource Management
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Week 2 John E Delery ; Modes of Theorizing in Strategic Human Resource Management.
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.
First off different businesses in both size and specialty require different types of human resource practises to excel at what they do. The first theory is the universalistic perspective which argues that “best practice” approach should affect the organization throughout. The “best practices” are as follows “participation, empowerment, incentive pay, employment security promotion from within, training and skill development”(Delery ) arise in higher productivity and profit across organizations. Also high performance practices such as total quality management, job rotation and quality circles are considered to be best practices as they theoretically bring productivity gain to all organizations. Universality is the relation between best practices and hi...
Q: Which of the following two concepts is more critical for international Human Resource Management: understanding the cultural environment or understanding the political and legal environment? Why? Include key terms and concepts from the textbook.
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.
In an era of organizational flux due to competition and globalization, companies and employees are faced with constant change. Leaders must be able to adapt to change as the environment shifts. HR has been known as the organizational change agent, administrative expert, and employee advocate. More recently they have been regarded as business strategic partners for many organizations. In order to be successful and remain competitive in today’s market, Human Resources (HR) must be considered a strategic partner if an organization wants to flourish. Top executives today commit significant resources to ensure that their company’s functions are capable of rapid change and achieving their goals. Far too often, the Human Resources (HR) function is nominal thus they are not as quick to respond to the rapid rate of change. When “this occurs, companies may be perpetuating or even creating barriers to fully leveraging their human capital. Organizations can begin the process of removing these barriers by assessing the Human Resources function and its alignment with business objectives” (Wert & Liwanag , 2002). This paper will make a case for having HR report to the CEO. In order to do so the author will describe the relationship between HR strategies and business strategies. Examples of HR strategies that can be effective will be discussed. In addition, the author will examine the benefits and consequence of having HR as a strategic partner and well as the key business competencies that they must retain. Furthermore, she will discuss an optimal career path for a senior HR executive.
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.
Fordism and Taylorism, although still existent, have been largely replaced by softer managerial styles. The idea behind those softer managerial styles is that if the workers are more involved in the work process, if they actually like their work, they will perform better. The strategic human resources management goes on to incorporate human resources with the company's strategy. By selecting the right employees, giving them chances to learn and grow within the company, as well as giving appraisals to successful employees, strategic human resource management extracts more and better quality of work from the employees and ensures that they are committed to the company. The highlight here is that people are the most valuable resource of a company and “....people are the key to achieving competitive advantage and therefore needed to be integrated more fully to foster commitment or an 'identity of interest' with their organization” (Sawchuk et all. 2004)
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.
Human Resources Management when mixed with strategic planning can really add value to an organization by laying down the foundation for success to ensure that a company has a prosperous future. Throughout this paper, I will show you how Human Resources Management can strengthen the strategic planning of an organization. When creating a strategic plan an organization, the Human Resources Department should always be utilized to take into account the internal and external factors. This means that the value added to the organization must happen inside the business and outside the business as well. Motivational tactics, when directed from Human Resources Management, have the ability to create a successful organizational culture that can become
In this study, working from the Universalist, contingent and configurationally perspectives, we sought to identify possible existence of human resources management models and their links with the strategy of the company. The empirical analysis was conducted with 130 industrial company’s reveals three distinct models of human resource management but with behaviors independent of the strategies followed by the companies. At the same time we found within each model, orientations of particular processes that are common among them and are thus characteristic of a universal list
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).
An organizational human resources department utilizes the hiring and firing process to meet the organization’s personnel needs. Organizational human resource departments are charged with the oversight of an organizations administration department. The practice of hiring and firing people is a process employer’s conducts on a daily basis. This process has to be done in a proper manner and not in haste. The implication that can occur from the improper hiring and firing process could and can have a positive or negative impact on an organization. Therefore, employers must carefully evaluate their decision to hire/fire individuals and its impact on the organizations’ workplace environment and others employees. Human Resource Management is important for an effective organization. In today’s organization, HRM is valuable to the organization because of increase legal complexities and its known for improvement in productivity. However, management should realize that poor human resource management could result in an outburst of hiring process followed by firing or layoffs. According to (Satterlee 2013, p. 194), “Hiring the best candidate who is also a good fit for the organization is crucial for the success of an organization, because a poor hiring decision will have repercussions across the entire organization”. Satterlee made a valid point because poor hiring could have an impact on the bottom line performance of the firm. In other words, HRM is the contributing factor to the success of the organization including motivating and maintain the staffs. The purpose to the motivation is to ensure that all employees grow to a full potential. According to (Sims 2006, p. 5), “HRM efforts are planned, systematic approaches to increasing organizati...
My goal is to study the effect of cost leadership strategy in Galfar Engineering and human resources management functions Contracting Limited . The goal is to customize the overall impact of a strategy of strategic human resources organization learning . Galfar Engineering & Contracting SAOG ( Galfar ) is the largest construction companies in the Sultanate of Oman for oil and gas , roads and bridges, and the Sultanate of Oman and the Gulf Cooperation Council (GCC) other civil works EPC capabilities and industry interest . In the past 40 years , has established itself as Galfar preferred partner in the development of Oman , turnover of about one billion dollars. The company has been growing steadily over the past 40 years , has a fleet of more than 7,000 devices , employs more than 23,000 employees, boast the largest employer in the private sector are also citizens of the Sultanate of Oman . The company has made the quality of construction, safety , performance, and employee satisfaction excellence and social responsibility efforts to become the most reliable and engineering, procurement , construction , and operation and maintenance, and the company is seeking to project management in the region . Has delivered consistently to provide engineering projects of value-added , construction and customer service skills , and for them , and implementation, efficient and reliable quality is essential. Since its inception in 1972 , Galfar , with a strong focus on the implementation of the strategic vision of the management is now a public company listed on the Muscat Securities Market . The company has succeeded in creating an excellent track record in order to ...
It represents the Strategic human resource management (SHRM) core function like “work analysis, Job design and job analysis” defines its importance in strategies implementation in any organization. This assignment will also discuss the aspect of Human Resource department that why they are giving more edge to other functions like Recruitment and selection, Performance appraisal and Occupational health and safety. This report will also presents the today’s critical business challenges and the with coming new responsibilities for HR and why they have started to give more weightage to Job analysis and design in order to get the better output and efficiency of the organization. Moreover, Human capital is a vital factor for any department in any organization. “Hiring smart” is becoming a fashion trend for companies for their effectiveness, productivity and employee motivation as the more investment will be done in employees by the firms. It continues with the recommendations on the need of analysis and design of work and how to make employees motivated in the company.
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.
ASSIGNMENT OF STRATEGIC HUMAN RESOURCE MANAGEMENT BUS 721 Submitted by- Submitted by- Rana Salehi Tarun Duhan CIB00002G7 Assignment of Corporate Strategy and Planning. 1. What is the difference between a. and a. A. 3. The major differences between HRM and SHRM are 1.