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Role of strategic human resource management
Role of strategic human resource management
Role of strategic human resource management
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Recommended: Role of strategic human resource management
Human resource management (HRM) involves the effective management of people to achieve organisational goals. In line with Boxall and Purcell (2003), Kostopoulos, Spanos and Prastacos assert that the Resource Based View of the firm (RBV) centres on how firms attain and sustain advantage over competitors by putting together distinctive 'bundles' of resources. This view has given legitimacy to human relations claims that people are strategically essential to firm success (Wright, Dunford & Snell, 2001). RBV asserts that bundle of resources should be rare, valuable, costly to imitate and the organisation capable and organised to exploit the resources, for them to lead to sustainable competitive advantage. According to Stone, (1998, p.4) HRM is the productive use of people in achieving an organisation’s sustainable competitive advantage and other strategic business goals, and satisfaction of individual employee needs.
Underlying human resource management (HRM) are the assumptions of unitarism and pluralism. Unitarism is the ideology that management and workforce are working together towards the same goals for the good of the organisation. The organisation is perceived to be one big family and management and their staff share common objectives, interests and purposes. The unitarism perspective is paternalistic in that loyalty is expected of employees. In contrast, pluralism acknowledges that an organisation is made up of various and divergent groups that have different requirements, and demands; and that it is essential that compromises are achieved.
The concept of HRM is described to have two forms, hard and soft (Truss, Gratton, Hope-Hailey, McGovern & Styles,). The soft approach to HRM suggests that employees are valued resources, ...
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...agement, 27(6), 701-721.
Peteraf, M. A. (1993). The cornerstones of competitive advantage: A resource‐based view. Strategic management journal, 14(3), 179-191.
Barney, J., Wright, M., & Ketchen, D. J. (2001). The resource-based view of the firm: Ten years after 1991. Journal of management, 27(6), 625-641.
Ananthram, S., & Nankervis, A. (2013). Strategic agility and the role of HR as a strategic business partner: an Indian perspective. Asia Pacific Journal of Human Resources, 51(4), 454-470.
Brown, M., Metz, I., Cregan, C., & Kulik, C. T. (2009). Irreconcilable differences? Strategic human resource management and employee well‐being.Asia Pacific Journal of Human Resources, 47(3), 270-294.
Davidson, M. C., McPhail, R., & Barry, S. (2011). Hospitality HRM: past, present and the future. International Journal of Contemporary Hospitality Management, 23(4), 498-516.
Mathis, R. L., & Jackson, J. H. (2010). Human resource management (13th ed.). Mason, OH: Thomas/South-western
Noe, Raymond A., et al. Human Resource Management: Gaining a Competitive Advantage. 7th ed. New York: McGraw-Hill/Irwin, 2010. Print.
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)
P, Micheal 1998, Competitive advantage: creating and sustaining superior performance: with a new introduction, The Free Press, America.
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).
Human resource management (HRM) encompasses the activities of acquiring, maintaining, and developing the organization's employees (human resources). "The traditional view of these activities focuses on planning for staffing needs, recruiting and selecting of employees, orienting and training staff, appraising their performance, providing compensations and benefits, and making their career movement and development." HRM involves two aspects:...
Schuler, R., & Jackson, s. (2007). Strategic human resource management (2nd ed.). united kingdom: Blackwell Publishing
The third stage in HRM development which began in the late 1970?s and early 1980?s was the realisation that effective HRM could give an organisation competitive advantage. Within this stage HRM is viewed as important for both strategy formulation and implementation. For example 3M?s noted scientists enable the company to pursue a differentiation strategy based on innovative products. At the competitive stage, then, human resources are considered explicitly in conjunction with
Hendersern and Stern 2000, ‘Untangling the origins of competitive advantage’,Strategic Management Journal, Vol. 21, pp. 1123-1145.
Human resource managementis the strategic approach to the organizations great valuable assets – its employees. Organizations with powerful Human Resource systems are more desirable to address...
Human Resource Management (HRM) can be defined as “the set of programs, functions, and activities designed and performed in order to capitalize on both employee as well as organizational effectiveness. It is a management function that helps organization in recruiting, selecting, and training, developing and managing
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.
Human resource management (HRM) is a 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 its objectives. (Armstrong, 2009) HRM main features are an emphasis on the vital administration of individuals which attains fit or reconciliation between the business and the HR system, developing the integrated HR policies and working on it, treating people as an assets not as a cost because they are regarded as a basis of competitive advantage and as human capital to be invested in through the provision of learning and development opportunities, an employee relation should be unitary rather than pluralist it is assumed that employees share the same interest as employers and the HRM performance and delivery is same as a line management responsibilities. OK
(2006) mention two HRM types, hard HRM and soft HRM to be a consequence of implementation of corporate governance practices. ‘Hard’ and ‘Soft’ HRM, were notion mentioned by (Storey, 1987), hard HRM focuses on the management of dimensions of HRM, cost control and flexibility of workforce to align them with short-term product requirement variables. Soft HRM focuses on human aspects of HRM, containing communication, motivation, engagement, learning and leadership (Martin and Hetrick, 2006). Konzelmann et al. (2006) outline four variables considered as soft and hard HRM. Employee consultation and motivation systems (soft HRM) and development and work by teams (hard