Basic Attributes of Strategic Human Resource Management

The Human Resource category addresses employee selection and development practices, motivation, satisfaction and compensation as it relates to the growth and success of the company. The experts will review the work environment, the morale of the employees, the benefits and the company culture. The applicant will need to address workforce development, staff performance management, and how both align with the company’s goals.

Introduction: Each organization has their unique way to perform various function of human resource management such as Selecting, recruiting, on boarding, training, retaining, performance management etc. For the purpose of company analysis project following topic has been selected to describe best practice and my own experience with organization.

Strategic human resource management is a system which includes several sub systems such as organizational strategy, human resource system as element of organizational capital, role behavior as element of human capital and organizational performance sub system. There are interactive relationship between one sub system and the others (Figure 3.). Study on human resource management strategic can not be separated from organizational strategy as a guideliness of all organizational processes and role behavior of workers in organization towards achievement of organizational performance. Human and organizational capital are important sub system of strategic human resource management. Human resources system as element of organizational capital and role behavior as element of human capital interact dynamically each other. Design of human resources system that is aligned with organization’s strategy will influence role behavior of members in organization, leading to organizational performance. Changes in policies and practices of human resource system will have an impact on behavior changes of workers. Actual role behavior of workers will be an input for the design of desired organizational human resources system. Model of interactive relationship between human and organizational capital in strategic human resource management, shown in Figure

This paper intends to define, firstly, the Human Resource management, functions and then, broadly, the System in terms of General System Theory. Strategic Human Resource Management has been defined in various ways and by various scholars. Following are the most precise definitions: “Designing and implementing a set of internally consistent policies and practices that ensure a firm’s human capital (employees’ collective knowledge, skills and abilities) contributes to the achievement of its business objectives” (Huselid, Jackson, Schuler and Randoll, 1997: 171) “It is the pattern of planned human resource deployments and activities intended to enable a firm to achieve its goals” (Wright, 1998: 187). First, the Human Resource System, consists

In this assignment I will discuss the internal and external factors to consider when planning human resource requirements. I will also discuss how employee’s skills are identified and explain why human resource planning is important to a business.

The article tries to find the relationship between effective human resources and the performance of the firm. The company

You should try and have a good strategic human resource management team on your side that can keep your employees happy.

The role of the human resources department is to maximize its expertise and knowledge to promote a diverse work environment that values service excellence, personal well being and professional development. Some of the functions of human resources are to stay compliant with labor laws, to recruit, hire and train the best-qualified people to do the job. Human resource planning is an important factor of the human resources department. It is the process of forecasting the supply and demand for human resources within an organization and developing action plans for aligning the two (Denisi/Griffin, 2008, pg. 98).Organizations analyzes whether they could function with the same staff or by increasing staff if needed and the planning can make the difference between success or failure. Job analysis is another important factor of human resources. This is the process of gathering and organizing detail information about jobs within an organization so managers can understand the process to performed most effectively. The job analysis relates to the selection process, performance appraisal, training, development, and compensation. The training and development is where the employee learning the job related skills. The organization facilitate the training to employees to focus on that specific job, whereas, the development teaches the managers and professionals the skills needed for both current and future jobs. If an employee is not meeting his job in satisfaction, managers and or

The strategic management of the human resource is revealed at virtually all levels of the relationship between the employer and the employee, since the need for a new hire is identified, up to the point where the employee leaves the firm. Some focal points of this strategic HRM include the motivation of the employees, their training, their reward or the offering of adjacent incentives, such as flexible working schedules. Overall, it is the scope of strategic human resource management to ensure that

Human resources (HR) are so much more than the traditional view of an administrative function within the organization. If properly developed and initiated HR can become a strong, strategic business partner. This paper looks at the purpose and role of human resources as a strategic partner as well as its impact on the responsibilities of an HR department.

To make sure organisations have full strength in the term of human resource “Human Resource Plans” become the integral part of management planning process. Determining the kind of requirement of human resources for any business entity is the initial step for the Human resource plans. To determine the human resource requirement organisations need to analyse their strategic plans and operational plans.

The world of organizations in the past few years is turning more and more attention to human resources, since the quality and skills of the latter are a real competitive advantage for companies operating in all sectors.

Effective human resource (HR) planning requires appropriate strategy formulation as well as implementation of those strategies to achieve organizational objectives (Bratton and Gold, 2012). The statement in the task made by Torrington, Hall, Taylor and Atkinson in their book named ‘Human Resource Management’ published under Pearson education focuses on the implementation stage of the HR strategies by the organizations and entrepreneurs. The statement “Human resource strategies can be stimulating to produce and satisfying to display, but how can we make sure that they are implemented?” (Torrington et al., 2011:73) can be segregated into two parts. In the first part, the authors are complacent about the advantages of the various HR strategies for organizational planning and understanding the role those may play for the organizational success. However, in the second part the authors have become sceptic about the implementation of the available strategies and it indicates the lack of measurement techniques implemented by the management to observe the actual outcome of initiating those HR strategies.

I have done research and in this research paper I will provide a brief overview of chapter one. The first topic will be on the understand of human resource management; second, the company’s performance; third,

Human Resource is considered to be an important asset very essential in the organization's well-being.