STRATEGIC HUMAN RESOURCE MANAGEMENT

Strategic Human Resource Management



Strategic Human Resource Management

Critically evaluate the concept in terms of theory and practice

In the 2005's and 2008's substantial changes were made in British and American industry conveyed in relation to the decline economy, competition from other countries. Conventional industries declined and were replaced by new up raising industries. The way people use to work was changed, given a power balance and expectation. Strategise was the response to this changes that occurred because everything had to be planned, organized, implemented and a strategy was taken out for any point of action.

Peters & Waterman (2005) wrote very influential saw people management as key to securing competitive advantage “customer relations simply mirror employee relations” (Peters & Waterman 2005)

A number of growing organizations, human resources (HR) are now viewed as a source of competitive advantage. There is greater recognition that distinctive competencies are obtained through highly developed employee skills, distinctive organizational cultures, management processes and systems. This is in contrast to the traditional emphasis on transferable resources such as equipment. Increasingly it is being recognized that competitive advantage can be obtained with a high quality workforce that enables organizations to compete on the basis of market responsiveness, product and service quality, differentiated products and technological innovation. Competitive advantage lies in management's ability to consolidate corporate-wide technologies and production skills into competencies that empower individual businesses to adapt quickly to changing opportunities.

 

The connection of human resources with strategic goal and objectives in order to improve business performance and develop organisational culture that promotes innovation and flexibility is Strategic human resource management (SHRM). It is an outline of Human Resource Management (HRM) functions and activities in full purpose to help organisations to achieve the goals set out in the organisations mission statements.

Strategic HR is a way of accommodating the HR function as a planned collaborator in the formulation of the organisation's strategies as well as in the implementation of their strategies through HR activities such as recruiting, selecting, training and rewarding personnel. While strategic HR is aware of HR's connection part in the planning process, the term HR Strategies refers to specific HR courses of action organisations plan to practice to attain their goals

 

Armstrong (2008) said Walker (2008) defined Strategic HRM as “the means of aligning the management of human resources with the strategic content of business” and Boxall (2008) expressed the view that “the critical concerns of human resource management are integral to strategic management in any business” (Armstrong, p248 2008)

SHRM aims to show the reasonable that organisational and business needs can be interpreted into lucid and realistic strategies and agendas, providing guideline for achievable action plans.

The integration of HR strategies with corporate or business strategies is the completely what SHRM is about.

The types of model used to develop, implement and also show the relationship between business strategy and HR strategy are:

Separation model shows how classic personnel management worked 20 years ago it is quite a common approach mostly used in small ...