Strategic Human Resource Management on the Example of Tgi Friday’s Restaurants Chain

Business environment is facing a rapid change that reminds the business management to focus on its core competencies to survive and sustain in the competitive environment. The core competencies can be developed by strategic human resource management. According to Armstrong (2006) employees are the valued assets for a company. The strategic human resource management is mainly developed in accordance to the fact that human resources need to be managed strategically for the company to enjoy sustainable competitive advantage.

Strategic human resource management (HRM) involves presenting and implementing human resources policies that can train employees and improve their skills that are essential to achieve organizational objectives. New Sainsbury’s human resource strategies are vital for employees that can motivate them to work on the new strategies with

This artifact was a seminar paper written as a literature review to address topics, theories, issues, and trends in HRD in the course Seminar in Human Resource Development. This artifact considers strategic human resource management (SHRM) practices in terms of what human resource (HR) practitioners are doing and how it affects the organizations they are doing it in and the field of human resource development (HRD). Definitions of SHRM are represented as; a human resource system designed for the mandates of business strategy and a planned model of human resources activities to allow the organization to achieve its goals. It reports SHRM information found in literature and relates it to the study of HRD. I selected this artifact because it compares and contrasts SHRM approaches of HRD and analyzes each of their strengths and weaknesses. Additionally, the artifact evaluates and clarifies the importance of SHRM to HRD and its purpose and goal within an organization.

One of the current trends in strategic human resources management (strategic HRM), is research regarding whether a company’s human resources department should put more effort in the strategic or organizational aspect of the company. Should a company focus more towards one aspect than on the other? In order to find answers to this question, researchers are using different theories, methodologies, evidences, gabs in research, and conclusions. The purpose of this literature review is to collect knowledge about the current thinking and research of the function of strategic HRM to improve the overall performance of a company.

In this chapter, we discussed the various elements of human resources management. Also the review of some existing literature relevant to the study, is made to refer to some scholars work related to the topic under study.

Krishnan, S. and Singh, M. (2007) Strategic Human Resource: Three-Stage Process and Influence Organizational Factors.

Many experts tried to determine the scope and meaning of HRM through explaining various models and tried to differentiate between HRM and traditional personnel management in the recent past (Bratton & Gold, 2012). There are various models of HRM explained by various experts. According to the HRM model by Guest (1987), Personnel management focuses on rules and regulations and follows centralised approach. Whereas HRM is flexible and decentralized approach focusing on the business strategy (Marchington & Wilkinson, 2008). When HRM strategy is applied in an organisation people policies and strategies are linked

The Strategic Human Resource Management (SHRM) is an approach that defines how the organization’s goals will be achieved through people by means of HR strategies and integrated HR policies and practices. Thus human resource is considered as important asset to organizations to achieve sustained competitive advantage (SCA) and optimize organizational performance. The Resource Based View (RBV) or approach, best explains the human resource as a source of competitive advantage that culminates to superior performance. Therefore, the RBV approach to SHRM in this essay is argued and established as a better alternative from other approaches such as Best practice approach and Contingency approach. Down the line, its managerial implications in terms of HR actions

Jules and Holzer (2001) noted that Strategic Human Resource Management enhances employee productivity and the ability of government agencies to achieve their mission. One can conclude that it is the same for all other institutions as SHRM focuses on the issues and goals of the organisation and strive to implement plans collectively to achieve those goals. In contrast to traditional Human resource management, SHRM focuses on

The introduction of high technology and outsourcing is contributing to the traditional human resources role becoming a thing of the past (Parus, 2003). The new innovative technology being introduced allows human resources professionals the ability to communicate and work more effectively amongst other professionals in the organization and industry. The business process of outsourcing gives certain functions in the organization a way to improve basic services; providing human resources professional’s time in playing a more strategic role in their organizations. By adopting human resources in a strategic view organizations were able to take all resources into consideration when planning not only for the present day, but under long-term

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.

In organisations today, the scope of human resource management is vast but there are three main functions that human resource management is comprised of – strategies, plans, practices, processes and policies; attract, manage, develop and reward; and contributing to the overall performance of the organisation. Throughout this literature review the different approaches that various authors take when outlining the what activities, tasks and functions contribute to the role of an human resources manager in organisations will be discussed as well as the features that are unique to the industry and affect the role of human resources manager in hospitality. I will also make an executive

Human resource management provides way through which people can be managed within the organization. It is being considered as one of the most important function for any company (Bernardin and et. al., 2011). This is because, it is with the help of the given concept only an effective management of individual can be carried out within enterprise. In addition to this, given department has the basic function of carrying out the recruitment, selection and training and development of the employees. For the given report Qbic hotel is selected. It is small but rapidly growing hotel that operates its function in London City. It has its first branch situated in financial business centre of Amsterdam and in the year 2013 hotel had opened its second branch of Qbic in London City in Whitechapel.. The report will depict about the role that human resource department plays in achieving and raising the effectiveness of the organization. In addition to this, the study will also showcases the way through which HR related strategies and practices that can be developed by manager of Qbic hotel with an aim to ensure the success of its organization in the specific market. Further, the report will also showcase upon the way through which an effective framework for strategic human resource management can be framed by the organization.

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

This project is submitted in response to the case study of module 08 in Professional Qualification in Human Resources Management.