Short Run Responses And Long Term Strategies

1887 Words8 Pages
Critically discuss the advantages and disadvantages of short-run responses and long-term strategies in HRM

Introduction
Human resource management is a study includes anything and everything associated with the management of employment relationships in an organisation. (Boxall & Purcell, 2000) Organisations across the globe now are increasingly exposed to the obstacles, challenges and pitfalls presented by increased turbulent and unpredictable business environment. The march of globalisation, developments in global telecommunications technologies, the precariousness of national economies, and increased mobile workforce have created new challenges for firms, and in particular Human Resources (HR) practitioners. There are two main HR
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Conventional Human Resource Management (HRM) can trace its roots to employee welfare and personnel management in the 1960s (Richman, 2015). Marchington (2015) pointed out that, traditional versions of HRM “were view as reactive, piecemeal and part of a command and control agenda”. What this means in practice is that HR practitioners are tasked to monitor changes and developments in terms of personnel and industrial relations, while detecting problems and difficulties. They then need to develop short-term responses to problems as these problems arise in the workplace (Boxall & Purcell, 2011). Since much of the literature now calls for a more strategic and proactive form of HRM, there are a number of benefits and opportunities associated with HRM that relies on short-run responses.
First of all, it can be argued that responding to changes and crises as they occur is a more effective way of undertaking HRM than setting to long-term goals for an unpredictable future (Stredwick, 2013). In fact, in the dynamic environment, business practice is generally uncertain and risky, so the establishment of long-term strategic goals, as well as the undertaking of efforts to meet those goals, it is more likely to result in inefficiency and ineffectiveness (Rao, 2014). Adopting short-run responses to HR
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