To cope with the dynamic environment, the Strategic Human Resource Management should be introduced to the organization’s operation. SHRM refers to the approach which is used to manage people for the sake of achieving the organizations goal by integrating HR strategies, policies and practices with business strategies. (Armstrong, 2011) Three main models are usually used to achieve high performance in the organization, which are the Universalist approach, Contingency approach and Resource Based View. It is crystal clear that through the contingency approach. Samsung reacts to the external environment by align its human resource with the demand of the business strategy (Buchanan, 2013). Samsung reacts to the consumers’ demand by merge and acquisition, Its annual reports have repeatedly emphasised that how it focuses on the internal human resources development, however the post-merge and acquisition process is seldom mentioned. In its sustainability reports, Samsung even admitted that it was too focus on only foster the talent but overlooked how the human resource issue and how its business strategies should be aligned. (Samsung, 2016) It is estimated that Samsung started to reallocation its internal sources, especially the human resources. Therefore, the resource based view approach should be introduced to Samsung, as it focuses on how the organization obtain competitive advantages through reorganization of its internal resource, in which human resource is included, in order to exploit their internal strengths. It suggested that human resources can provide competitive advantage for the business as long as it is difficult to imitate by its (Choi, 2015) Workers experiences injure or illness at workplace can contribute to employee stress, job dissatisfaction, and turnover intention and subsequently it affect overall work performance and organizational commitment. (McCaughey, 2013) To solve the problem, it is believed that improving the workplace environment is a must, but it is only curing not healing. Delve into the culture seems to be a way to find out the reasons of negligence in its workforce, as Hofstede Cultural Dimension theory suggested that, (Buchanan, 2013), values, beliefs and attitude that carry out by the workforce are influenced by the culture where the workforce are
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).
In the prime chapter, we nature and on the importance of debate theoretical inquiry. Human Resource Management (Human Resource Development Minister) Model, in this chapter, we find one of Human Resource Development of strategic human resource management approach of the Minister, or SHRM label. A human resource development strategic approach for the minister, we are required a human are talking of managerial process resources (didn't report any concerns but am asked) of the policies and strategic objectives of connected with organization Conventions. The word has been debated Human Resource Management' of the bus, is very concept of SHRM. For the discussion of one aspect of this lack of conceptual clarity (Bamberger and Meshoulam, 2000). For example, relating to SHRM do and concepts a process or a human resource strategy relating to results?
Human Resource Management (HRM) is one of organization’s strategic managements of human capital within an organization and HRM introduces set of policies, activities and identifying the needs & requirements of the people in the work place. It is sub management function of overall general management. HRM is a systematic control of a system of interrelated process affecting and involving all member of organization. HRM uses arts (manage human capital) and science (apply theories and policies) when managing people.
Jules and Holzer (2001) noted that Strategic Human Resource Management enhances employee productivity and the ability of government agencies to achieve their mission. One can conclude that it is the same for learning institutions as SHRM focuses on the issues and goals of the organisation and strive to implement plans collectively to achieve those goals. In contrast to traditional Human resource management, SHRM focuses on improving the effectiveness of the entire learning community and helps to improve the organisations by creating and implementing plans that will continuously raise the competencies and capabilities of the members of an organization for the overall achievement of the organization (Ulrich 1997).
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.
Strategic HRM can be regarded as an approach to the management of human resource in accordance with the intentions of the organization on the future direction it wants to take. It is concerned with the longer term people issues as part of the strategic process of the business. The fundamental aim of SHRM is to generate strategic capabilities by ensuring that the organization has the skilled, committed and well-motivated employees it needs to achieve sustained competitive advantage.
Many say Human Resource Management (HRM) refers to manage people, but in fact HRM is much more comprehensive. It is “a distinctive approach to employment management which seeks to achieve competitive advantage through the strategic deployment of a highly committed and capable workforce, using an integrated array of cultural, structural and personal techniques.” (Storey, 1995). Human Resource (HR) is one of the critical factor affecting and supporting organization from financial, services and processes. Almost every aspects of business are driven by HR, hence management has to be conscientious and prudent on which HR strategies, plans and policies to implement so as to improve overall performance.
The field of Strategic human resource management (SHRM) has become a “happy hunting ground for academics” and Colbert (2004) validates it by stating that SHRM is an accumulated “plethora of statement, theories, concepts and arguments”. It is evident from these statements that there are various theories and approaches to SHRM. According to Boxall & Purcell (2000), Strategic human resource management refers to the alignment of human resource practices to strategic goals of an organization. Amongst many approaches to SHRM such as best practice, best fit or contingent approach and bundling approach, resource based view (RBV) has been instrumental to development of SHRM (Dunford, et al., 2001). This essay will infer different approaches to SHRM
HR professionals with a strategic performance management competency are well positioned to facilitate the pace and extent of change in their organizations. According to SHRM, HR systems can be impediments or enablers of rapid organizational change, but HR professionals with this competency will at least understand the business case for HR.
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.
Contrary to traditional beliefs, recognition and integration of the link between human resource (HR) strategy and business strategy, or rather, strategic human resource management (SHRM) can contribute to the success and establishment of a business. The first half of this report will draw attention to and examine the importance of having a close relationship between the two named strategies. Bratton and Gold (2007), suggest that SHRM can improve performance by connecting the strategic goals of the business to the HR functions. Be it in a management or academic literature, the proactive nature of SHRM allows the business to have a significant edge given the volatility of the market due to advancement in information systems, globalisation and many other factors. Having said these optimistic accounts, this report will also examine the reasons as to why it can be tedious to determine the influence of human resource strategy on business performance.
Changes of HRM landscape academic models relate to HRM performance its take part from SHRM and resources based view model of HRM and the best HR practice. According to the
Human resource is the most valuable and unique asset of an organization. The successful management of an organization’s human resource is an exciting, dynamic and challenging task , especially at a time when the world has become a global village and economies are in a state of flux. The lack of talented resource and the growing expectation of the modern day employee has further increased the difficulty of the human resource function.
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.
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.