Strategic Human Resource Management

Human resource management demonstrated over time to be more than just the paperwork side of an organization, but a difficult position that needed a specific set of skills to provide success for both the organization and its employees. One of the most important roles and first task of the human resource department is handling the recruitment of employees. An organization will not be able to function without employees, but it is key for the HR department to find the person with the particular

The primary function of human resources management is to increase the effectiveness and the contribution of employees, which are in alignment with the organizations goals and objectives. With in human resources management, there are many components or pieces of the puzzle that allow human resources management to exist. Such pieces of the puzzle include, equal employment opportunity, affirmative action, human resources planning, recruitment, selection, development, compensation, benefits, safety, health and benefits. Each of which will be discussed. In human resource management,

Please note that this Assessment document has 3 pages and is made up of 3 Sections.

In Australia, public policy is continuing to focus on ensuring that all programs are protecting the rights of different individuals during the process. This is because the Racial Discrimination Act is imposing strict penalties upon any entity that is in violation of these provisions. As the law is going after outright discrimination (in areas such as: the workplace, housing and the distribution of public services) to hatred that is directed from one person to the other. This is designed to prevent all forms of racial discrimination from taking place on all levels inside society. (Cropanzano, 2001) (Greenberg, 1990)

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

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

2. "...concentrate on building organisations that accomplish that most difficult of all challenges: to make people look forward to coming to work in the morning..."

In today's intensely competitive and global marketplace, maintaining a competitive advantage by becoming a low cost leader or a differentiator puts a heavy premium on having a highly committed or competent workforce. Competitive advantage lies not just in differentiating a product or service or in becoming the low cost leader but in also being able to tap the company's special skills or core competencies and rapidly respond to customer's needs and competitor's moves. In other words competitive advantage lies in management's ability to consolidate corporate-wide technologies and production skills into competencies that empower individual businesses to adapt quickly to changing opportunities.

"Human Resource Management will be regarded as valuable business partner and important organisational resource when the Business Units are satisfied with the results achieved through Human Performance and Process Improvement." This is how human resource management has been described by an unknown source and quoted in many books and journals on the same subject.

Objective: LO-1 Define human resources management and analyze the strategic significance of human resources management.

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.

From what began in the back of their family garage, Criterion Furniture was built on the vision that Wally and Brain Smaill had. The brothers built their ready-to-assemble furniture business into one of the biggest in Australasia. This report will discuss how Criterion may use human resource management and strategic management in planning the future success of the organisation as well establishing their competitive advantage. Human resource management comprises a set of policies designed to improve results and competitive advantage (Schermerhorn et al., 2014). And strategic management is the process of formulating and implementing strategies to accomplish long-term goals (Schermerhorn et al., 2014). Using tools that define strategic management such as a SWOT and PESTE analysis as well as the ideas behind human resource management, this report will allow Criterion to see how they can work to improve their strategic direction and establish their competitive advantage.

The table below gives us a glimpse into the main functions of SHRM and its differences from traditional functions and responsibilities of HRM:

Recruiting and selecting employees is one of the key functions that the human resource department performs for an organization. This is also known as the workforce plan or workforce planning . "Workforce planning is a systematic process for identifying the human capital

As human resource (HR) management started to replace personnel management to become one of the important inter-functions of the organization, some people may question what make this subcategory of management has important impact on the operation of organisation. Then started to research the strategic value of human resources. Hendry and Pettgrew (1986, cited in Storey, 2007) define that strategic human resource management (SHRM) is a usage of planning consistent HR practices or policies that align with strategy of the organisations to create sustainable competitive advantages (SCA). There are three main approaches in SHRM, which are the best practice (universalist), the best-fit (contingency) and the resource-based. Below this article will briefly introduces theses three approaches, and critically analyse the limitation of these approaches.