How Will Our Organization Excel?

The idea of strategic human resource (management) is a relatively new concept. It first introduced in early 1980’ in a research. The research involved “252 senior personnel executives who represents 168 companies” and questions related to “which human resources activities should be used to developing and implementing [organizational] strategies” are being asked. The result showed more than half of the companies thinking the human resources should be utilized as tool for implementing strategies (Devanna, Fombrun, Tichy, 1982). In late 1980s’, the idea of strategic human resource management is solidified by Michael Beer in his book titled as “ Managing Human Assets”, and he concluded that the

Strategic planning can dictate the success of any organization if properly planned as well as the failure of an organization if not implemented as planned. Strategic planning is all about making choices. It is a process designed to support leaders in being intentional about their goals and methods. Simply stated, strategic planning is a management tool, and like any management tool, it is used for one purpose only—to help an organization do a better job. This portion of the strategic plan will explain why an

Schuler and Jackson (1987) propose the model of Human Resource Management as the business strategic policies and practices of the organization. This framework is to achieving competitive advantage in different industry condition. They argue for fit in different industry condition and business strategic. It includes innovation, quality enhancement and cost reduction. This business strategic associated with particular employee role behaviors and HRM policies and practices.

Strategic planning aids a business in laying out a direction and path for the business to follow in order to increase its chances of being successful and prosperous. According to the textbook “Strategy Planning” by Bethel University, strategy is defined as “A company’s strategy consists of the competitive moves and business approaches management has developed to attract and please customers, conduct operations, grow the business, and achieve performance objectives” (2011, p. 3). From this definition, one can also ascertain the importance management plays in the strategic plan. The plan allows the managers of a business to make decisions that will be supported by all of the stakeholders involved in the organization. As the plan is developed three key questions need to be addressed. The first of these will establish the position and status of the company now. The next of these three questions will seek to establish a direction for the company moving forward. The final of the three questions will lay out a plan for achieving the targets established in the second question.

The key purpose of Strategic Human Resource Management is to bolster an organization’s strategic plan by ensuring consistent alignment between the human resource functions and the plan’s outlined strategic objectives. An organization’s achievement of strategic objectives is contingent on employee

Jules and Holzer (2001) noted that Strategic Human Resource Management enhances employee productivity and the ability of government agencies to achieve their mission. One can conclude that it is the same for all other institutions as SHRM focuses on the issues and goals of the organisation and strive to implement plans collectively to achieve those goals. In contrast to traditional Human resource management, SHRM focuses on

Strategic planning is critical to an organizations success. Without a strategic plan, leaders can lose sight of their vision, mission, and goals and cause the organization to fail. “Strategic planning is an ambitious undertaking that requires a significant amount of time for development, implementation, and

Strategic planning is a process that implement by an organization/corporation to develop a plan to achieve its objectives of its overall long-term organizational goals. In marketing, strategic planning is to anticipate the possible outcome and determine the best method to achieve organizational objectives. In order to achieve organizational objectives, an organization has to plan its strategy and direction as well as decide on allocating its resources to carry out this strategy. Strategy planning also aims to control mechanism for leading the implementation of the strategy.

There has been much debate on the term strategic human resource management (SHRM) and until now, there is no fixed definition for SHRM. According to Wright and McMahan (1992), SHRM can be defined as “the pattern of planned HR deployments and activities intended to enable a firm to achieve its goals”. Similarly, Wright and Snell (1991) regard SHRM as “organisational systems designed to achieve sustainable competitive advantage through people”. Ulrich and Lake (1991) on the other hand, has described SHRM as a process of linking HR practices to business strategy. SHRM can also be defined as the linkage of HR functions with strategic goals and organisational objectives to improve business performance and cultivate an

Undergoing the process of strategic planning can go a long way in helping to ensure the survival and growth of an organization it seeks to eliminate the weaknesses of an organization and to confirm its strengths. It also analyses the environment and other factors that might affect the smooth running of an org and tries to rectify them accordingly and also to give the organization competitive advantage.

Strategic planning involves defining an organization’s process strategy or direction and making the necessary decision on allocating resources to achieve the defined strategy. Key components are defining the mission statement, establishing the goals and objectives a company wishes to achieve, and creating the strategies to attain the set goals and objectives. This process provides direction and meaning to the day-to-day activities of an organization. It also examines the organization’s core values, current progress, and environment it is working within. Since our environment is changing demographically, economically and culturally at all times, and organization must utilize the strategic planning process to transform and stay competitive.

Strategic planning is described as the administrative process of determining the goals and benchmarks needed to reach the long-range objectives that have been set for an organization (Glaser, 1971). This comprehensive collection of plans is set forth to cover the overall path of the organization within a four to five year period (Glaser, 1971). This inclusive plan accounts for items related to the essential competencies of the organization as well as positioning the organization to harness the competitive specializations that provide an advantage over the competition (Gamble & Thompson, 2011). Strategic planning is concerned with the pursuit and maintenance of this competitive edge (Gamble & Thompson, 2011).

Strategic human resource management (SHRM) is "the process of identifying the organisation’s strategic goals and the use of these goals as the basis for personnel practices and procedures" (Butler, Ferris and Napier, 1991: p. 64). Comparing the performance of organisations that utilise it with those that do not can show the importance of SHRM. Numerous studies and reports have concluded from their study of the corporate sector that the strategic management of human resources leads to a competitive advantage, (see Collins, 1987; Butler, Ferris and Napier, 1991; Koch and McGrath, 1996; Armstrong and Long, 1994; Schuler and MacMillan, 1984;

Strategic planning is the organizations ability to identify what programs or strategies the organization will undertake over a specific period of time. These decisions are based on setting a goal or following the organizations mission, “decisions are made within the context of the goals and strategies that emerged from the strategic formulation activity.” Once these plans are established and shared, managers can staff and take on specific tasks accordingly.

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