Concept of Strategic Human Resource Management (SHRM)

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

Two theoretical perspectives to the Strategic Human Resources Management (SHRM) will be introduced and compared to determine whether they manage to ‘high performance’ or not. First, the Universalist approach is ‘one best way’ of dealing human resource to

The practise of Human Resources is moving from the traditional forms of managing people to a more strategic form whereby the Human Resources function is closely linked with organisational performance and success. This strategic form of human resources has increased the need for the Human Resource professional to understand the linkages between Corporate Strategy, Human Resource Strategy and Employee Integration.

By extension, intellectual assets and the organizational system that attract, develop and retain them are emerging as significant elements in the strategic decision making. This evolution in the role of human resources (HR) follows directly from the demand of rapidly changing product markets and the corresponding decline of command and control organizational structures. A skilled and motivated workforce providing the speed and flexibility required by new market imperatives has increased the strategic importance of human resources management (HRM) issues at a time when traditional sources of competitive advantage ( quality, technology, economics of scale etc. ) have become easier to imitate. In effect, while the markets for other sources of competitive advantage become more efficient, surrounding the development of a (High Performance Work) force. Remains a significant unrealized opportunity for many organizations.

They try to solve the problem by using a new framework, which named “ SMs’ career capital and their entry and integration into local organizations.” therefore people need to know more deeply about the relationship HR and SMs, in this paper they use two well-know theories as a basic theory. Also they try to provide a new and more comprehensive framework to consider how much important and lack for today's competitive in labor market (Zikic, J., 2015). Define the definition of strategic human resource management as "a model of planned human resource deployment and activities aimed at enabling the company to achieve its objectives". SHRM is a method of managing employees by implementing highly committed human capital to achieve a competitive advantage by using a range of cultural, structural, and personnel technologies (Gulati, J.K., 2016). Especially solve the problem by HR. Researchers study the various structures associated with human resources, especially the structure of human resources, which contributes to the company's positive research results. For the company, how to develop human resources and success use, is the key to success. And related to business strategy, many companies in the development

Theme to consider: What is strategically managing human resources? How do we distinguish it from ‘plain HR’?

In today's intensely competitive and global marketplace, maintaining a competitive advantage by becoming a low cost leader or a differentiator puts a heavy premium on having a highly committed or competent workforce. Competitive advantage lies not just in differentiating a product or service or in becoming the low cost leader but in also being able to tap the company's special skills or core competencies and rapidly respond to customer's needs and competitor's moves. In other words competitive advantage lies in management's ability to consolidate corporate-wide technologies and production skills into competencies that empower individual businesses to adapt quickly to changing opportunities.

What are the Human Resource practices that one could consider value creating and that are useful and helpful for both the administration of an organization and the individuals who work in that organization? Why do these practices create value? These issues will be presented in this paper.

The table below gives us a glimpse into the main functions of SHRM and its differences from traditional functions and responsibilities of HRM:

In today tumultuous times, the challenges that companies face to remain competitive have changed rapidly. With constant new breakthrough in technology, companies fought hard with its competitors to establish and maintain their competitive advantage. However, access to capital & technology has become less critical in today’s economy as compared to acquiring and keeping skilled workers. In a knowledge-based economy, it is important for companies to be more strategic in the way it operates. Human Resource Management today has to be strategic to meet the

In today’s rapidly changing globalised business environment, human capital has become one of the keys to competitive advantage. Consequently, any good business strategy must fully utilise the inimitable assets of people through their knowledge, skills and abilities. This highlights the need for strategic human resource management (SHRM). The key assumption of SHRM is that organisational performance is affected by employees through a set of human resource (HR) practices (Pan et al 2006).

Research indicates that strategic human resource management (SHRM) in nonprofit organizations has become increasingly more necessary. Nonprofit organizations (NPOs) are facing increasing demands to become more efficient and more effective (Ridder, H., Piening, E.P, & Baluch, A. M., 2011) in order to keep up with the ever-changing environments of non-profits due to political, environmental and/or social changes. NPOs are different than regular for-profit businesses as they have limited resources and more stakeholders. In order to remain competitive NPOs are re-evaluating their current management systems and are being heavily encouraged to consider the option of results-based management or strategic management. “Results-based management is a goal-driven, proactive management approach that emphasizes results rather than procedures” (Swiss, 2016 p.11). Human Resources Management (HRM) plays a significant role in the planning and providing proper management techniques for an organization, therefore it is recognized by research to be the area where involvement is crucial to the organizational culture and performance of the NPO. Human Resources (HR) has a direct line to the heart of the organization; the people. In order for there to be an increase in organizational performance and company-wide adherence there needs to be transparency, an overall understanding of the strategy, processes/procedures and new objectives/goals. An established HR already has the

The role of the Human Resource Professional is evolving with the change in competitive market environment and the realization that Human Resource Management must play a more strategic role in the success of an organization. Organizations that do not put their emphasis on attracting and retaining talents may find themselves in dire consequences, as their competitors may be outplaying them in the strategic employment of their human resources.

Human Resource Planning, therefore, holds the key in deciding the skills and competencies that are lacking in a business or the skills that need to be reinforced as part of supporting the strategic orientation of the business (Rowley & Jackson, 2010). According to Bhattacharyya (2009), it is imperative that human resource managers work closely with the senior management and strategy development teams to highlight human resource considerations in deciding the appropriate strategy for a business. Essentially, human resource management has to be part of any strategy formulation team in an organization to address the human resource dimension of strategy development and implementation. It is worthy noting that, human resource is an important production factor in organizations, without which all the other production factors cannot achieve the business goals (Marescaux, Winne, & Sels, 2013). For a business strategy to be successful, the management should involve the human resource function in development and implementation processes. Human Resource Planning, however, cannot be effective if there is a lack of proper system to gather and analyse information regarding supply and demand for labour and skills in the organisation (Pablos, 2008).

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