Strategic Human Resource Management : A Field Evolved Over The Years

HR must enact its own strategies which can aid the organization in meeting its goals and mission. They are referred to as strategic human resource management (SHRM). SHRM is “a pattern of planned human resource deployments and activities intended to enable an organization to achieve its goals” (Noe et al., 2002, 55). The following are examples in which HR strategies can positively impact an organization in meeting its desired outcomes.

As the global business environment becomes increasingly competitive, more and more organisations are targeting human resources as a means of strategically gaining competitive advantage. Strategic human resource management (SHRM) is a constantly evolving process which is concerned with providing a strategic framework that supports an organisation’s long term business goals. The logic behind this is that organisations are using new innovative technologies to provide qualitative low- cost solutions, and are trying to manage their human assets more effectively (Wright,

Through this case study I will be discussing strategic management. Strategic management can be defined as a process where an organization attempts to determine what actions need to be taken to achieve the overall objectives and more importantly how to meet them (Mello, 2015, p. 114). For a company to strive and meet their goals, deadlines, and missions they must stay conscious of the strategic plan put in place for the success of the company. If the company does not have a good strategic plan the company could fail. With correct planning a company could succeed without fail. Something that needs to be taken into consideration in the strategic plan should be investing into the company’s human assets. At first it may look like it is causing the company more issues however in the long run it will strengthen the company and moral making a more successful company. This could help with customer relations, and the organization status which will help produce additional revenue for the company.

Today 's fast-paced, competitive business environment has resulted in "rediscovery" of the human resource management function as a group that may be able to enhance firm competitiveness and performance by being "strategic" (Dyer & Kochan, 1995; Ulrich, 1997). Strategic Human Resource Management is a term describing an integrated approach to the development of Human Resource Strategy that will enable the organization to achieve its goals (Armstrong, 2005). Whiles strategy is an action that managers take to attain one or more of the organization’s goals. Strategy presents a general direction set for the company and its various components to achieve a desired state in the future. This results from the detailed

This artifact was a seminar paper written as a literature review to address topics, theories, issues, and trends in HRD in the course Seminar in Human Resource Development. This artifact considers strategic human resource management (SHRM) practices in terms of what human resource (HR) practitioners are doing and how it affects the organizations they are doing it in and the field of human resource development (HRD). Definitions of SHRM are represented as; a human resource system designed for the mandates of business strategy and a planned model of human resources activities to allow the organization to achieve its goals. It reports SHRM information found in literature and relates it to the study of HRD. I selected this artifact because it compares and contrasts SHRM approaches of HRD and analyzes each of their strengths and weaknesses. Additionally, the artifact evaluates and clarifies the importance of SHRM to HRD and its purpose and goal within an organization.

The Society for Human Resource Management (SHRM) is the largest expert alliance committed to human resource management in the world. The main objective of the foundation is

There is a controversy whether the Strategic Human Resources Management (SHRM) leads to ‘high performance’. A general idea of SHRM is that “the linkage of management and deployment of the individual within the firm to the business overall and its environment whereas HRM is the activities that take place under this area.” Truss and Gratton (1994). It spotlights on long-term strategy.

Strategic Human Resource Management has been developed to give companies a competitive edge over other companies. Since widespread access to and the use of technology have resulted in tighter margins for maintaining a competitive edge,

The integrative model of human resource SHRM includes elements of both the control-based and the resource-based SHRM. Desired outcome dictates the elements that will be employed. HR policies can employ elements of commitment, collaboration, traditional and paternal control as needed to support its business strategy. Commitment strategies seek and develop internal talents to meet skill needed. Employees are seen as business partners and competitive advantage agents. Traditional HR and collaborative HR strategies have elements of externally acquiring physical resource or skills. External recruiting in the case of traditional HR strategy and subcontracting and hiring of consultants as part of the collaborative strategy can be used to provide competitive advantages to firms. External talents while providing short term advantages can be a disadvantage in the long term due to cost and potential threat to the firm business. The paternalistic HR strategy provides rewards for employees who learn and follow the company prescriptive directive for success.

An organisation’s performance is vital to an organisation’s success. It is agreed upon that strategic human resource management (SHRM) can be a beneficial tool in achieving optimal organisational performance. Kentucky Fried Chicken (KFC) is a large-scale fast food chain with over thirty thousand employees (MarketLine, 2016). KFC must ensure all employees are motivated so that they improve their productivity, performance and ultimately achieve the organisation’s objectives by increasing their profit. However, as fast food organisations do not incorporate high performance work systems (HPWS) to manage their human resources, this resulted in low flexibility, decrease in the level of skills and abilities of employees and the employee’s perception of the organisation. This has also led to lower staff morale and increase in staff turnover. In order to resolve these issues, SHRM practices can be implemented. The use of the ability, motivation and opportunity (AMO) framework can be beneficial in determining the underlying reasons for employees’ behaviour that has led to low productivity, decreased motivation and high turnover. Additionally, an employee’s perception of an organisation’s objectives and commitment to the employees is also a critical issue that fast food organisations need to address. Restaurants in the fast food industry such as KFC can utilise strategic HRM to resolve issues that they encounter in order to ensure the workforce is operating efficiently and

The strategic human resources management of the means every person from within organization from the top of management level to the bottom of ground staffs are doing things that make the organization successful. According to Schuler, R. S. (1992) strategic human resources management is defined about integration and adaption within organization .Its concern to ensure HR management is fully integrated with the strategy and these HR policies are adjusted and used by the employees and their line managers as part of their everyday work.

Strategic human resource management as described by Nel et al. (2011:562) is “long-term, top-level management decisions and actions regarding employment relationships that are usually made and performed with the overall general strategic management of

Aim: This research will help us understand the role played by Strategic Human Resources Management in Organizational success, what role a HR manager plays in improving organizational efficiency and how it differs from traditional Human Resources Management.

Strategic human resource management is simplified as “the pattern of planned human resource deployment and activities intended to enable an organization to achieve its goals” (Gerhart, Hollenbeck, Noe, & Wright, 2015). We, as a group, decided to use Cherokee Nation and review their policies and procedures for the rehiring of former employees. We chose the Employment Policy Chapter 11 Section G. The purpose of the Employment Policy is to provide guidelines to use when determining the eligibility for the reinstatement of the position of a former employee. This Cherokee Nation policy focuses on what makes an employee eligible for re-employment. We will provide information about the reinstatement following resignation, reinstatement following

Within this essay an in depth analysis will be conducted on the difference between Human Resource Management and Strategic Human Resource Management using contemporary perspectives. Human Resource Management (HRM) is the process of managing human resources in a systematic way. It is a practice devised to maximise the performance of employees and is concerned with the application of management principles to manage organisational personnel while paying attention to the policies and systems of the entity (Delaney & Huselid, 1996). Strategic Human Resource Management (SHRM) is a function of management which entails development of policies, programmes and practices related to human resources, which are aligned with business strategy so as to achieve the strategic objectives of the organisation (Patrick M. Wright, 1992). Its primary purpose is to improve the performance of the business and maintain a culture that encourages innovation and works continuously to gain competitive advantage. In this essay the Resource-Based View, High Performance Management and High Commitment Management perspectives of Strategic Human Resource Management and Traditional and Collaborative