Provide a brief literature review of the nature and function of strategic HRM (including, for example, strategic HRM models such as those developed by Schuler and Jackson , and Miles and Snow )
Strategic human resource management (SHRM) practices have enhanced…
Achieving strategic integration is one of the policies described in the Harvard model by David Guest (1987, 1989a, 1989b, 1991) and it is the ability of the organization to integrate HRM issues into its strategic plans, ensure that the various aspects of HRM cohere, and provide for the line managers to incorporate an HRM prospective into their decision making (Armstrong, M 2000; p 13). Wright and McMahan (1992: 298) define SHRM as “the pattern of planned human resource deployments and activities intended to enable an organization to achieve its goals”.
Schuler and Jackson (1987) have quoted few examples of HR strategies associated with a few strategic outcomes associated with achieving competitive advantage for organizations to achieve, such as cost reduction, quality enhancement and Innovation. For example, strategic practices to achieve Quality Enhancement would require good recruitment and selection, comprehensive induction programmes, empowerment and high discretion jobs, high levels of training and development, harmonization, highly competitive pay and benefits packages, and a key role of performance appraisal. The integration or strategic-fit model is regarded central to the concept of strategic HRM. This is also referred to as the matching model. According to this model, the HR strategy should be an integral part of the business strategy contributing to the business planning process. The strategic integration happens in two ways, the vertical and the horizontal. The HR strategy aligned to the business strategy is referred to as the vertical integration, and the integration between different elements of the people strategy is referred to as the horizontal strategy (Shields, 2007).
The SHRM version of Miles and Snow model (1984) suggests that organizations follow generic strategy and then develop a structure ...
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The sustainability of a firm primarily depends on its management’s efficiency in identifying the need for change and executing appropriate amendments right time. The need for change would reflect an array of symptoms which will have multiple effects on the business as a whole.
However the company runs by four people in the management level and other sixteen people working as staff members was facing the heat of human resource turmoil in recent times. The main problem that was attributed for causing a decline in the motivation of the staffs was problem regarding their service allocations.
An example of this case is the GS Plumbing, a firm operating in the plumbing industry. Despite its rapid growth, the firm has to address a series of critical issues including the low employee performance and the fact that employees leave the firm for competitors.
Conclusion 9 References 10 Appendix 12 Executive Summary The success of organizational practices is usually related to their effects on the organizational performance. However, the content of these practices cannot be ignored even if their contribution in business growth is important.
Indigenous employment program is a combination of on the job work experience which can be accomplished by wage affiliates or brokered assignments together with proper support for native employees (Dockery and Milsom 2007). Rio Tinto, one of the leading global mining organisations has also been focused on Indigenous employment programs for provincial growth as well as for local employment.
Intellectual capital is the main source of competitive advantage and therefore the management should incorporate the needs of its human resource throughout its objectives and plans. Jeffrey Mello, a renowned management writer defined strategic human resource management as “consistent development of practices, policies, and programs to enhance the ability of an organization in achieving its strategic objectives.” Despite the visible disparities in concepts and definitions, the people are vital aspects of strategic HRM.
The problem is that the above failure is usually identified quite late, meaning that the effects of this failure on the firms’ stakeholders can be extremely adverse, as in the case of Enron. In any case,
One of the most important reasons why HR department is becoming so important is because of their imperative role in improving the productivity, efficiency and performance level of the organisation. Almost all of the functions performed by the HR department play a crucial role in motivating employees.
For instance, the businesses of today face challenges like having to work in a global timing, incorporation of latest business technologies and coping up with increased global competition (Jamieson, 2007).
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