The following is a study of Human Resources Management (HRM) in a strategic context, where certain HRM strategies are implemented, which have consequences on the overall corporate strategy of any have given organisation, hence giving the HRM function the name strategic human…
This may mean that SHRM has the ability to change the way things are done in an organisation, effectively changing an organisation’s culture (Schein, 2004; Robbins, 2003). However, individual HRM strategies in themselves may not be strategic HRM, where SHRM is the “overall framework which determines the shape and delivery of the individual strategies” (CIPD, 2009).
Strategy exists in all organisations as it is concerned with defining the organisation’s behaviour and its existence in a given environment, where the role of SHRM is to explain how the human resources function influences organisational performance (Boxall and Purcell, 2003). Dyer and Holder (1998) give us the main features of SHRM, where SHRM at the organisational level is planned at the top, where decisions are made regarding goals, policies and allocation of resources; the focus of SHRM is then aimed at organisational effectiveness or better performance, where people are viewed as resources that need to be managed towards the achievement of strategic business goals; HR strategies are then seen as frameworks which are broad, integrative, unifying and contingency based, as they incorporate a whole lot of HR goals and activities which are designed to be in strategic fit with the environment (also see Mankin, 2009).
This particular study will focus on the role of SHRM in multinational organisations (MNCs), where the HRM function becomes international (IHRM). IHRM is a relatively recent addition to the field of human resources, developed mainly because of the rapid pace at which businesses are getting internationalised as a result of globalisation (Scullion, 2001). Even though IHRM’s operations are based on the same parameters of domestic HRM, it is much more complex as it deals with sensitive cross-cultural issues and calls for proper education of the local behaviour in terms of culture, values, business practices, and employment laws of the host country of a ...
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This function deals with issues of staff management, particularly – over hiring, compensation and performance supervision (Goeldner & Ritchie, 2009 p. 89). Other roles of the function include safety wellness, development of the organization, employee motivation, communication, benefits, training and the administration of the functions of the human resources capital available at the organization.
Human resource management of an organization deals with a number of management decisions which have a major impact and influence on the people of the organization. The human resource management when dealt with in a strategic manner with strategic plans and well thought out and strategically devised practices, then this is referred to as Strategic Human Resource Management. The main aim of this paper is to compare and contrast the various approaches of strategic human resource management.
Human capital being the biggest driver of the organization mission highly emphasizes the utmost importance of strategic human resource management (Baruch and Peiperl, 2000) Q.1 Explain how planning makes the benefits possible In both organizations whose business agenda if focused on selling of goods or services, human capital is a valuable asset.
Strategic human resource management refers to a managerial process where the human resource manager comes up with policies and practices that have to link with the overall strategic objective in an organisation.
The report is concerned about the trend which is observed in present-day Organisations that are focusing on the survival rather than their growth and development. Organisations collapsed due to economic slowdown have alerted the existing ones regarding their survival in the highly uncertain environment where survival has become a tough matter of subject.
Strategic human resource management can be defined as an efficient management process of utilizing human resources to the best extent and it aims at enhancing the organizational efficiency (Fombrun et al., 1984). It is a complex process that is continuous in nature
It is as Leif Edvinsson (2002) puts it:
In addition to that, it is of the view that the success of any organization is actually dependent on the factor of best fit between the business strategies and its human resource
Other significant properties in the firm include Arabian Ranches and Downtown Dubai (Perkins, Shortland & Perkins, 2006). Business scholars acknowledge that the success of every firm as born to strategic human resource
The two concepts are interrelated but one elicits higher performance than the other. There was need to develop this advanced form of human resource management as a result of the changing nature of technology, economy and market. There was a need to come up with a
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