Development Of Strategic Human Resource Management

Five days after graduating highschool, I left my hometown for the United States Navy. The dress code was simple: hair needed to be cut a certain way, creases in my uniforms were to be exact, mandatory clean shaven face and my medals/ribbons needed to be in their proper place and perfectly aligned to standards. Once I retired, reality set it when I assumed the role as a Human Resourcess Manager or Director. Skirt lengths, open/closed toed shoes, cleavage (both front and rear), piercings and tattoos are just a few of the items I was responsible for in regulating at the corporate office. This paper will discuss many of the common dress code issues, legal responsibilities and a bit of personal humor and insight into the ordeal of establishing a dress code policy that will regulate your appearance. In addition, this paper will add some of my trials and pitfalls when establishign policy that might help some of my colleagues who will become Human Resources professionals learn to be realistic and quite possibly compassionate when it comes to preparing a dress code policy.

Abstract: For this assignment we will examine how strategic management plans are established and redefine to keep the organizations moving forward in growth. Management promotes and brings about a change in the structure to keep it active and efficient in the approaches to achieving its goals and objective. The strategy behind the approaches correlation is what leads to actually implementing and providing data to analyze on an ongoing basis to enhance the strategic plan of the organization.

Today the highly competitive business world is a far different from 100 years ago. Technology has changed management method, the sharing of information, communication, products and services, work practices, staff relationships, types of employment, methods of working, skills needed for employment and most importantly how we work with each other. The most significant difference is that workers are empowered by education, and skills brought to an organisation are through education, and not on the job training.

Technology has of course made its way into the workforce, which most businesses and organizations have embraced. Technology has allowed information technology personnel’s to cultivate innovate ways to upgrade business processes and make them more accessible, easy to navigate and user friendly. In addition, the power of technology has made the workload a lot easier, for example cutting back on paperwork and creating software to where information can be safely stored and accessed by authorized workers.

“Today, following the quick changes experienced in technological gadgets, particularly in Information and Communication Technologies (ICTs), they convey accommodation to our lives also, take us under their control. These improvements give us a few open doors in business life, yet then again, they make a few weaknesses for employees “-Chesley, 2014; Nelson and Kletke, 1990. “Although the most recent advancements in business life decrease the bigger measure of weight caused by the troubles of physical undertakings, the expanded speed of work and less measure of time spent to get readied increment the weight of psycho-physical errands”- Bayazit Hayta, 2007. “The utilization of ICTs pushes individuals both to take after new applications and furthermore to acquire new technological devices and their adjustments”- Shah, Hassan and Embi, 2011.

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 refers to managing people in organizations proactively, such that it helps a business gain competitive edge. It is directed by the organizational strategy, as opposed to human resource management which aims to on better management of people only. SHRM is gaining widespread popularity due to the inducement that it provides of supporting the organizational strategy.

To simply define Human Resource Management (HRM), it is a management function that helps managers recruit, select, train and develop members for an organization. Obviously, HRM is concerned with the people’s dimension in organizations.

Due to the globalization as well as the world wide economic integration, many enterprises tend to turn into a boundaryless organisation which will offer them flexibility and creativity in response to the continuously changing business world. However, there are still some new problem occurs when making those boundaries vanish. Our aim is to discuss all the existing and potential challenges of this new boundaryless organisation system and try to find out the solution to these problems based on the training and development part of the Strategic Human Resource Management.

1. Human Resource Management: A Strategic Function 2. Equal Employment Opportunity: The Legal Environment 3. Implementing Equal Employment Opportunity 4. Job Analysis and Job Design

Strategic human resource management is the approach of dealing with the human resource that backings long haul business objectives and result with a strategy system. This technique on the human resource concentrates on the long individuals’ issues, coordinating assets to future needs, and full scale worries about quality, structure, qualities, culture and duty to the human resource in a business firm. The human resource administration spins around the procuring of workers, train end finance and how to associate with the representatives to meet the needs and benefits of the organization. The approach on the human resource and its administration is a critical factor of the business which characterizes how the undertaking

Strategic management is the set of actions and managerial decisions which influence the performance of the organization. It is the action taken by company for superior performance. Adding strategic to HRM increases its importance within organization. There are many HR academicians and HR practitioners who view if HR policies are strategically designed and integrated with business strategy it will contribute to organization’s effectiveness. Strategic Human Resource Management (SHRM) is the planned activities of HR in order to achieve organizational goal. A pre-defined HR strategy would bring new capabilities in SHRM.SHRM is based on 2 principles – strategic importance of HR in organization and the HR practices which bring

Human Resource Management is involved with all the people aspect throughout administration. Considering that every organisation comprises of people, getting their own services, creating their own skills, encouraging these phones greater amounts of effectiveness and also making certain they continue to retain their own determination towards the organisation are crucial to help achieving organisational objectives. This can be accurate no matter the style of organisation.

Many academics have written different viewpoints and articles on the concept of Strategic Human Resource Management (SHRM).

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