Strategic Human Resource Management

Strategic Human Resource Management

Introduction

The links between HRM practices (acquisition, reward, development, facilitation and negotiation) and perceived performance organizations are analyzed by three approaches: universalistic, contingency and configurationally (Lawler, 2009).

The universalist approach identifies and validates the best HRM practices (best practices) and is based on the principles of superiority of HR activity given by the hierarchy of other business functions, universality practices, impact on reading financial performance, independence and additively when multiple HRM activities are used simultaneously.

The choice of strategic HR planning seems a priori sense when a company working in unstable environments and complex as it would allow a more efficient and effective staff development and employee satisfaction. In this type of organization, employees are encouraged to participate directly in the development of their career, to share their knowledge and enhance their experiences in forming their colleagues tacitly

Discussion

Strategic HRM Practices

Integration of HRM with Corporate Strategies

The analysis of the contribution of HRM to achieve the objectives of the organization is organized around three concepts very similar and often confused: alignment, adjustment and integration.

In the alignment, employee performance is aligned with organizational goals. Senior managers are rated and rewarded on the basis of achieving these objectives. Many organizations provide an alignment cascade down to the employees further down the hierarchy.

When the Strategic Human Resource Management stems from the corporate strategy, it fits the strategy (external) development and operational levels by programming means (adjustment needs and availability HR) necessary to implementing strategies. This kind of strategic planning, even in its most basic form, is often difficult if not impossible to achieve.

Some empirical evidence from previous research indicates that the full impact of HR practices on organizational performance occurs when HR practices are strategically congruent and consistent with each other (Lawler, 2009).

The choice of strategic HR planning seems a priori ...