Strategic Human Resource Management ( Shrm ) Essay

(Armstrong, 2010). According to online published data (Cipd, 2013), SHRM playing an important role in organizations as it provide a framework which support long-term business objectives and outcomes. Overall, HRM is essential for any organization as it is not just about strategic planning but also concerned with implementation of strategies which is required to meet business objectives. (Understanding and concepts of HRM and SHRM explianed in

HR must enact its own strategies which can aid the organization in meeting its goals and mission. They are referred to as strategic human resource management (SHRM). SHRM is “a pattern of planned human resource deployments and activities intended to enable an organization to achieve its goals” (Noe et al., 2002, 55). The following are examples in which HR strategies can positively impact an organization in meeting its desired outcomes.

As the global business environment becomes increasingly competitive, more and more organisations are targeting human resources as a means of strategically gaining competitive advantage. Strategic human resource management (SHRM) is a constantly evolving process which is concerned with providing a strategic framework that supports an organisation’s long term business goals. The logic behind this is that organisations are using new innovative technologies to provide qualitative low- cost solutions, and are trying to manage their human assets more effectively (Wright,

“Human resource management (HRM) refers to the comprehensive set of managerial activities and tasks concerned with developing and maintaining a qualified workforce-human resources-in ways that contribute to organizational effectiveness” (DeNisi & Griffin, 2016, p. 4). Human resource management was created by employers after Title VII of the Civil Rights Act of 1964 along with other court rulings demanded that employers hire, manage, and reward employees according to the law.

Bill Gates, the Funder of Microsoft once said, “take our 20 best people away, and I will tell you that Microsoft will become an unimportant company” (Silistre, 2007). Microsoft is one of the most successful companies in the world. The driving force to such success is derived from Bill Gate’s strategic vision for his company. Different from other entrepreneurs, he values the employees, and favoring intelligence over experience in his employees. In modern society, human capital is the most dynamic resources for a company. How to attract excellent human resource and utilize their ability to reach organizational goal is something managers should think about. Strategic human resource management could explain the relationship between human resource management and organizational strategy.

Through this case study I will be discussing strategic management. Strategic management can be defined as a process where an organization attempts to determine what actions need to be taken to achieve the overall objectives and more importantly how to meet them (Mello, 2015, p. 114). For a company to strive and meet their goals, deadlines, and missions they must stay conscious of the strategic plan put in place for the success of the company. If the company does not have a good strategic plan the company could fail. With correct planning a company could succeed without fail. Something that needs to be taken into consideration in the strategic plan should be investing into the company’s human assets. At first it may look like it is causing the company more issues however in the long run it will strengthen the company and moral making a more successful company. This could help with customer relations, and the organization status which will help produce additional revenue for the company.

I am currently a member of the Society for Human Resource Management (SHRM). I also plan to join the Twin Cities Human Resource Association (TCHRA), which is a local chapter of SHRM. SHRM is a truly valuable organization. However, I also need a connection to the local HR community, which membership in THCRA will provide. TCHRA will enable me to attend their events and conferences, which will provide me with networking opportunities. TCHRA also has a job board with available local HR jobs, which will be a useful resource to me as I begin my job search.

The Society for Human Resource Management (SHRM) is the largest expert alliance committed to human resource management in the world. The main objective of the foundation is

Strategic Planning are the procedures for making decisions about the organization’s long-term goals and strategies. Human Resource Planning (HRP) is the process of anticipating and making provision for the movement (flow) of people into, within, and out of an organization. Strategic Human Resources Management (SHRM) is the pattern of human resources deployments and activities that enable an organization to achieve its strategic goals. Strategy formulation provides input as to what is possible given the types and numbers of people available and strategy implementation are the primary resource allocation decisions about processes, structure and human resources. HRM is a strategic tool only if it contributes to the bottom line. Strategic management is considered to be a continuous activity that requires a constant adjustment of three major interdependent poles: the values of senior management, the environment, and the resources available. HR managers must be concerned with connecting HRP and strategic planning for the organization as a whole. Via strategic planning, organizations set major objectives for themselves and develop comprehensive plans to achieve those objectives.

According to Armstrong, SHRM can match people to the strategic and operational needs of the organization (Armstrong, 2011). It develops human resource planning reasonably based on the organization’s operational plan, development strategy, current situation of HR management system, and analysis on HR related information. SHRM can also manage the talented individuals to meet present and future needs of the organization (Armstrong, 2011). It can setup systematic HR training system that is combined with employees’ personal development plan, in order to provide the organization with the talents and meet the development needs. It can also develop a climate of learning in which employees are more willingly to enlarge their work skills and develop the levels of competences. SHRM provides employees with motivating and interesting work and offers sufficient autonomy and flexibility (Armstrong, 2011). It contributes to performance management by focusing on the entire process from performance planning, examination, evaluation, feedback, to motivation. In this way, the organization will develop a constantly improved performance. Despite the benefits mentioned above, SHRM can also develop a vital stock of knowledge within the organization, developing a climate of cooperation and trust, developing motivation, commitment and job engagement, etc (Armstrong, 2011). It will not only focus on if the applicants fit the position during recruitment process, but also

resource management is difficult and to date, has diffused only to a limited extent (Rowland &

By examples, illustrate the prescriptive view of strategy in your organization or any organization known to you and show whether it is working, how it can be improved and your role in making the improvement.

To further explain the meaning of HCM, this paper will be broken down into three sections. Section 1: Will provide a theoretical component overview of key ideas assimilated from six Harvard Business Review (HBR) articles. Section 2: The experiential component involves interviewing employees, managers, and Human Resource (HR) professionals about their experiences related to HCM. Section 3: Will cover the action component formulating three HCM practices that could positively contribute to high performance in the workplace.

HR practices are the main instrument from which a company can draw on to alter the workforce as well as attempt to modify and reorganise cultural behaviours which can lead to organisational success. The behaviour, attitude and skills of employees must fit the strategic requirements of a company for it to develop a competitive advantage. However, maintaining a focus specifically on the strategic goals of an organisation has been criticised through some studies which suggest this may be detrimental to employees (Van Buren, Greenwood & Sheehan 2011) In recent years there has been growth in the research of literature around SHRM and according to Youndt & Snell (2004), this can be broadly divided into two main theories – Best practice, Contingency/Best Fit.

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