Strategic Human Resource Management

Chandler (1977) believes strategy is about using the necessary recourses so the organizations are able to carry out their long-term goals and aims. Which relates to Johnson (1987, pp. 4-5) who states, “Strategic decisions occur at many levels of managerial activity and will be concerned with the long-term direction”.

Strategic management provides overall direction to the enterprise and involves specifying the organization 's objectives, developing policies and plans designed to achieve these objectives, and then allocating resources to implement the plans. Academics and practicing managers have developed numerous models and frameworks to assist in strategic decision making in the context of complex environments and competitive dynamics. Strategic management is

Henry Mintzberg has defined the definition of strategies in academic ways and in practice in 1988. After examing the strategic process, he found that it was more unpredictable than early thoughts. Thus, it couldn’t refer to one process that be called strategic planning. Instead of that, he concludes the following five types :(1)Strategy as plan – a directed course of action to achieve an intended set of goals; similar to the strategic planning concept;(2)Strategy as pattern – a consistent pattern of past behavior, with a strategy realized over time rather than planned or intended. Where the realized pattern was different from the intent, he referred to the strategy

Understandably, organizations with diverse operations due to multiple products, markets or technologies also tend to use more complex strategic management systems. Despite differences in detail and degree of formalization, the basic components of the models used to analyze strategic management operations are very similar.

Furthermore, there are three concepts that is frequently merged by the academic models of the organizational strategy that is :( 1) the strategic aim `mission´ that is being sought for, (2) the ways of gaining that aim (is commonly illustrated as ´strategy content´) and (3) the strategy techniques that are used to conclude the content of the strategy. Strategic management is vitally substantial organizational development on account that

Strategic planning compels businesses to be proactive than reactive in managing their future endeavor (David…). That makes business take initiatives and influence activities rather than just responding to activities- and thus to have control over its own destiny. Strategy improves decision making. It makes decision making simple by constraining the range of decision alternatives considered and also reduces the searched required to find an acceptable solution to decision problems. Strategy-making also pools and integrate the knowledge of different individuals. As a coordinating devise, strategy coordinates the actions of different organizational members. It is a communicating devise that communicates the identity, goals, and positioning of the company to all organization members. It is concerned not only with how the firm will compete now but also with what the firm will become in the future. It helps to establish a direction of the firm’s development and also the aspirations that can motivate and inspire members of the organization (Grant,

Strategy is the direction and scope of an organisation over the long term, which achieves advantage in a changing environment through its configuration of resources and competences with the aim of fulfilling stakeholder expectations (Johnson, et al., 2009).

The concept of strategic human resources management tends to focus on organization wide human resource concerns and addresses issues that are related to the firms business both short-term and long term. Strategic human resource management derive from human resource management, which the influence of strategic human resource management will be addressed. Human resource departments need to transform human resources to strategic human resource as to ensure the effectiveness of the objectives of the organisation are achieved. More and more authors are still reshaping and redefining the broadly accepted definition of strategic human resource management however according to Caliskan (2010:102) mentions that many authors stand firm that strategic human resource management is concerned with the role of human resource management systems play in firm performance. In addition to that it highlights the importance of people management, as to improve the organisations performance and gain competitive advantage. In order to address the question of, what influence does the strategic human resource management play in the performance of an organisation. First issue of why is it important for organisations to have an effective and

Figure 1 is an illustration of what constitutes the strategic process with each of the stages thoroughly investigated against internal and external factors of the organization. The formulation stage is critical in identifying a roadmap for an organization. At this stage, there are usually senior executives or policy makers. Once their work is complete the strategy is cascaded down for implementation usually to line managers and public officials in the case of policy decisions who implement according their understanding and interpretation of the main aims and objectives of the strategy. This second stage of the strategic process forms the basis for this study.

While there can be confusion on the definition, there are three distinct levels of strategy (Johnson, Whittington, & Scholes, 2011, p. 7). The first of these, the corporate level, involves an overall scope of the organisation and how value is added to the organisation as a whole. The second, at a business level, concerns how individual businesses should compete within their particular market, while an operational level looks at how various components of the organisation assist in delivering at both a corporate and business level.

Strategy is an elusive term and is defined in various ways by a number of authors. Broadly, strategy is referred to how the goals, objectives and mission of the organisation will be achieved (Jonas 2000). In relation to this, strategising is the processes through which a company meets these goals (Jarzabkowski and Fenton 2006). Organising refers to the formation and implementation of the ‘structural practices and co-ordination processes by internal stakeholders to enact the

I. Introduction: I choose this topic because Strategic Management is a way in which strategists set the objectives and proceed about attaining them. It deals with making and implementing decisions about future direction of an organization. It helps us to identify the direction in which an organization is moving. I believe that strategic management should be something that every business professional should seek to perfect in their day to day decision making.

The definition makes it easy to understand the predicaments of Strategy. We as individuals, grow up with an aim in life. We strive hard, we strategize, plan looking at all the areas and aspects of elements required to move ahead and climb the ladders of success. Similarly, every organization strives to achieve success and put forth the best ideas, strategies, and analysis before reaching towards a common point, a prodigious target. The questions here that arise are: HOW DOES AN ORGANIZATION REALIZE ITS STRATEGY ? The advancements for success of either an individual or an organization relies upon two fundaments: What do you want to achieve and How will you go about achieving your desired results? The answers to this question are Objectives and Strategy respectively.

Strategic HRM stresses in the importance of people development through culture awareness of organisations environmental factors, politics and legal issue and achieving the organisational goals and desires to implement changes to support the business. The main task in strategic formulation is to implement internal and external factors shaped by the business and undertake a direction to assess forces to act upon and influence changes.

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.