Strategic Human Resource Management

3790 Words Nov 26th, 2012 16 Pages
Executive Summary:
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. It is also based with viewing the people of the organization as a strategic element for the acquirement of competitive benefit. Strategic human resource model are used to achieve sustainable competitive advantage in the industry. Human Resources Management is the strategic management of the employees, who individually and collectively contribute to the achievement of the strategic objectives of the organization success. As in the case of British Airway, they use strategic human resource management to
…show more content…
(www.cipd.co.uk)
It consider employee of the organization as the strategic resource or human capital that must be managed and leveraged in executing corporate strategy. According to Huselid, Jackson and Schuler 1997, Strategic human resource management practices are those practices specifically developed, implemented and executed based on a deliberate linkage to a company’s strategy. (www.aabri.com) 1.2 Comparison among Two Strategic Human Resource Management Model:
An organization can achieve sustainable competitive advantage through people by designing the organizational system through strategic human resource management. It link human resource practice to business strategy and thus it link human, social and intellectual capital of their member to the strategic need of the firm. The importance of the environment as a determinant of human resource strategy has been incorporate into some model.
Matching Model of Strategic Human Resource Management: Matching model assume HR systems and organizational structure should be managed in a way that is congruent with organizational strategy. This model is developed by Michigan Business School.

FIRM

Organization
Structure

HRM
Mission and
Strategy

Economic
Forces
Political
Forces
Cultural
Forces

Source: Devanna et al.’s strategic human resource management ‘matching’ model (Devanna et al. 1984)
It uses HR
Open Document