Issues Involved When You Try to Take a Strategic Approach to Human Resource Management and Development

The second type is ‘Internal fit’ and it can also interpret to ‘horizontal fit’. HR policies and practices are all fit together so that they are in coherence. They are also mutually reinforcing and are applied continuously. Jeffrey Pfeffer’s (1998) seven practices are adopted. Lastly, ‘Line management integration’ is when line managers act as a critical character in implementing HRM strategy. ‘Best-fit’ HRM suggests that the best to manage people will vary depending on organizational circumstances, and hence, the link to business strategy is key.

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.

The "best-fit" approach questions the universality assumption of the best-practice perspective. It emphasizes contingency fit between HR activities and the organization's stage of development, an organization's internal structures and its external environment like clients, suppliers, competition and labour markets (Redman and Wilkinson 2009). HR policy should be minted by the appropriate context of individual employees and therefore support the overall competitive strategy. Aligning HRM practices to strategies can enable companies to create potential competitive advantages (Schuler and Jackson 1987 in Redman and Wilkinson 2009).

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

Atlantis Global Corporation is a multinational organization that manufactures electronic circuit boards for high definition television screens, has relocated some personnel to three of its subsidiaries in hopes that the subsidiaries would be self-sustainable and profitable. The company’s CEO, COO and the Board of Director John is worried about global competition and losing AGC’s manufacturer of electrical circuit boards of high definition televisions. John seems to ignore the problem with the company’s employee situation and that there have been several employees that have left to go work with other organizations due to being unhappy with their current working conditions. John also

Proactive management of the employees of a company or organization. Strategic human resource management includes typical human resource components such as hiring, discipline, and payroll, and also involves working with employees in a collaborative manner to boost retention, improve the quality of the work experience, and maximize the mutual benefit of employment for both the employee and the employer.

The modern day work place is undergoing a wide array of changes, all resulted from the numerous challenges impacting the internal and external environment of business enterprises. Some examples in this sense include the growing forces of globalization and market liberalization, the increasing cultural diversity in workplaces, the shift from a manufacturing economy to a service economy, or the advancement of technology.

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.

In chapter 1 of the text, the author shows an overview of human resource management and strategic human resource management. The author also shows the relationship between HRM and management, manager’s role meaning of strategy, strategic approach to HRM and strategic challenges. Lots of diagrams and explanations are used by the author.

In the late decade of 1980, the organisations realized the significance of their employees as a capital asset or human resources; and by adopting and implementing a set of HRM practices (such as recruiting, training and developing people etc.) aimed to succeed a sustainable competitive advantage based on a business strategic view by making the employees’ involvement the main key point of the new human resource management into the business process; and by establishing the organizational culture that they are part of the organization (Kaufman 2001: 506). During this period, the HRM is transformed into a Strategic HRM approach in order to sustain in these modern business challenges.

‘Strategic Human resource management is an approach that refers how the aims of the organization will be acquired through people by means of human resource strategies and combined human resource practices and policies. Strategic Human resource management is also based with viewing the people of the organization as a strategic element for the acquirement of competitive benefit’.

Strategic human resource management is the process of linking the human resource function with the strategic objectives of the organization in order to improve performance.

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.

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

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