ASSIGNMENT ON
Approaches of Strategic Human Resource management
Submitted to : Dr. Vishnunadh Sir
Date of Submission: 12th may2017
Submitted by:
Anjali K S
S4 MBA
Roll NO:006
Introduction
The concept of Strategic Homo Resource management has been field over the old age by academics and there have been a variation on the issues of its definition and relationships with other aspects of occupation planning and strategy. Bratton & Gold (2007) defined strategic human resourcefulness management as ”the physical process of linking the human resource function with strategic objectives of the organization in order to improve performance ". In general terms, SHRM is the integration of human resource activities and insurance
…show more content…
It is important to note that the aim of SHRM is to procreate strategic quality by making sure the organization possesses the skilled, committed and well-motivated employee it needs to achieve sustained competitive advantage.
Approaches to Strategic HRM
There are five approaches to strategic HRM. These consist of
1. Resource-based strategy.
2. Achieving strategic fit.
3. High-performance management.
4. Highcommitment management.
5. High-involvement management.
1. Resource based strategy approach This approach aims in increasing firm strategic capableness its works on welfare that the competitive advantage can only be obtain when the firm s human imagination are enabled for faster scholarship process. In this approach an organization is visualized as a megabucks of tangible and intangible recourses which have a capability for improving the products competency within the market. A fundamental
…show more content…
The approaches to achieving senior heights loyalty as described by Beer et al (1984) and Walton (1985) are: The development of carrier ravel and emphasize on traditional will leads to the increasing level of employee commitment towards the organization. -A high level of functional flexibility with the abandonment of potentially rigid job verbal description; ' The approaches to achieving high commitment as described by Beer at all (1984) and Walton (1985) are: The reduction of hierarchies and the termination of status differential coefficient; -A heavy reliance on team structure for disseminating information (team briefing), structuring work (team working) and trouble resolution (improvement chemical group or quality
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
In the article, the authors introduce a new approach to strategic management called the “Resource Based View of the Firm” – RVB. RVB attempts to develop a business model framework that helps describe how a company’s resources drive its performance in a dynamic competitive environment. This approach integrates the internal analysis of the company (i.e. core competencies) with the external analysis of the industry and the competitive environment (i.e. Porter’s Five Force Model). The article argues that both analyses are required to accurately assess a company’s competitive position. While Porter’s Five Forces Model helped strategic managers choose the right industries and, within them, the most attractive competitive positions, it did not place a high enough emphasis on a company’s core competencies. The emphasis in the model was clearly on the phenomena at the industry level. Likewise, the core competencies approach emphasized the importance both of the skills and collective learning embedded in an organization, but little emphasis was placed on the external environment.
In an ideal world, every person is treated equally when it comes to getting a job, advancing in his or her career and being treated fairly in the workplace. Unfortunately, discrimination still exists in hiring, firing and promotions; and the diversity of the workforce regrettably can cause hostility in the workplace when individuals do not appreciate and respect the differences among themselves and their co-workers.
The organisation must carefully select and sustain the employees that will be able to accomplish the organisation’s goals. The important role in the organisation is their people, which cannot be overemphasized enough due to the fact that they are the driving force behind any organisation’s goal. (Esther Ejim, 2013). According to Becker and Huselid (2006), the SHRM focuses on organisational performances rather than individual performances. SHRM also encourages the managers to be more proactive to think ahead. The objective of SHRM according to Armstrong (2011) is environment, organisation, HR analyst (staffing) must ensure that the people in organisation has sufficient knowledge, skill and abilities to accomplish the goals.
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.
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).
Duboff, R. (1999). Loyal Employees Are a Key Link to a Firm's Value. Journal of Management in Engineering, 9.
It is important for senior leaders in an organization to be engaged themselves and to have the ability to encourage engagement amongst the rest of the organization. One of the ways that senior leaders can promote employee engagement is through aligning organizational culture with work systems to attain company objectives. Communication channels that are open between senior management and employees will enable all levels of employees to understand company goals and strategies. This knowledge is a resource provided to the employees, which they will use to increase their own efficacy in their roles. Effective communication will help to create a positive working environment where there are clear expectations of each
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.
This strategy emphasizes the use of an organization’s resources and capabilities to achieve a core competence that cannot be imitated by competitors. Furthermore, the resource based school argues that if an organization distinctively improves its internal capability; that is being able to have effective inside machinery to deliver products and services to customers, the organization will enjoy a massive advantage in the market. This school also argues that in order to have a competitive advantage, an organization must have resource and capabilities that are sophisticated to those of competitors (QuickMBA, 2010).
Firstly, there is a need to focus on the company competitive dimensions before embarking on the decisions. In this aspect, the Competitive capabilities are the Cost, Quality, Time, and Flexibility dimensions that a process or value chain actually processes and is able to...
Human Resource Management (HRM) is fundamentally another name for personnel management. It is the process of making sure the employees are as creative as they can be. HRM is a way of grouping the range of activities associated with managing people that are variously categorised under employee relations, industrial/labour relations, personnel management and organisational behaviour. Many academic departments where research and teaching in all these areas take place have adopted the title department of human resources management. HRM is a coordinated approach to managing people that seeks to integrate the various personnel activates so that they are compatible with each other. Therefore the key areas of employee resourcing, employee development, employee reward and employee involvement are considered to be interrelated. Policy-making and procedures in one of these areas will have an impact on other areas, therefore human resources management is an approach that takes a holistic view and considers how various areas can be integrated.
Although most companies have different strategic goals to achieve; they need to make sure that not only are the goals of the company are followed through, but the performance of each individual employee is recognized. The company also has to ensure their supervisors are willing to push their subordinates to their fullest potential in whatever their career goals may be.
The success of an organisation’s performance can be impacted upon by a number of factors, including Strategic Management and Strategic thinking processes.
Human Resource Development (HRD) is often seen to be a central feature of SHRM. Discuss the role and importance of HRD in achieving SHRM organizational outcomes.