Strategic Outcomes Of Strategic Human Resource Management

(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

In an era of organizational flux due to competition and globalization, companies and employees are faced with constant change. Leaders must be able to adapt to change as the environment shifts. HR has been known as the organizational change agent, administrative expert, and employee advocate. More recently they have been regarded as business strategic partners for many organizations. In order to be successful and remain competitive in today’s market, Human Resources (HR) must be considered a strategic partner if an organization wants to flourish. Top executives today commit significant resources to ensure that their company’s functions are capable of rapid change and achieving their

The ‘‘best fit’’ approach promotes the concept that strategic HR should be inextricably linked to the formulation and implementation of strategic corporate and business objectives (Wilton, 2011). This means that the HR strategy is concerned with matching the employee’s role behaviour with the company‘s mission, values and goals. Wilton (2011) explains this by giving an example whereby if a company‘s business strategy is based on delivering a high quality service, then the HR strategies and policies need to focus on the quality of its employees. This would be achieved by rewarding attitudes and behaviour that match this approach. Boxall and Purcell (2008) support this idea by highlighting that companies may fail if they do not adapt to their environment. The best fit approach therefore aims to improve organisational performance by integrating all activities in such a

Strategic HRM is the outcome of combining an company’s strategic goals and objectives into the HR department to improve overall performance of the company

With over 1500 employees, Youth for Christ is considered a large non-profit organization. The last several years have been a challenge for Youth for Christ. A dwindling economy has led to decreased donations, budget cuts, and downsizing of staff. Budget cuts have affected all areas of the organization and have led to lower motivation, decreased retention, and higher turnover levels. To better understand the state of Youth for Christ and provide recommendations for improvement, it is important to understand the background of the organization, any academic models that can be applied to the organization to improve current challenges, and recommendations of implementation.

How has strategic human resource management as a field evolved over the years? What are the practices that are likely to bring forth better performance with regards to strategic human resource management? Strategic human resource management deals with strategies used by business enterprises and companies as means of the improving and measuring performance. It is important to understand these strategies as it helps determine what would be required for employers to get good results from their enterprises and employees to feel comfortable and also feel motivated to work efficiently. Strategic human resource management (SHRM) emphasizes the need

The "best-fit" approach questions the universality assumption of the best-practice perspective. It emphasizes contingency fit between HR activities and the organization's stage of development, an organization's internal structures and its external environment like clients, suppliers, competition and labour markets (Redman and Wilkinson 2009). HR policy should be minted by the appropriate context of individual employees and therefore support the overall competitive strategy. Aligning HRM practices to strategies can enable companies to create potential competitive advantages (Schuler and Jackson 1987 in Redman and Wilkinson 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

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

Discuss the Resource Based Approach to strategic HRM as a better alternative and its managerial implications in terms of HR actions

As mentioned above some human resources analysts argue that the ‘best fit’ approach to strategic HRM is the most appropriate approach to managing employees at the workplace. To support their arguments, they reiterate that in order for an organization to remain strategic with respect to managing its employees, it needs to integrate its HR strategy with the organization’s internal and external environment. For example, in a startup environment, an organization will need employees who are innovative while in a mature environment, the organization’s focus is to deploy HR practices that promote

SHRM research examines how HR practices can be used as a mechanism to achieve strategic organisational outcomes. The study of HPWS is a stream of research within SHRM that focuses on identifying the HR practices that can be used in combination with each other to attain higher

This paper will be examine how the strategic application of HR practices improves corporate success. I will outline what measures of success are impacted by the application of HR practices and explain how HR strategies affect operational, functional, and business strategies. I will use research to show the link that ties long-term business success to effective people management practices. Before I move into these elements it is important to understand what criteria is used to select the best places to work, what criteria is used to select Fortune’s Most Admired Companies, and how top domestic and international organizations leverage their HR strategy to help them maintain long-term success. Let’s dive into some of those questions in

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

Strategic human resource management (SHRM) is a design and an approach for managing the companies human resources and the needs of their employees along with goals of the company, it requires thinking ahead and making the new ways for the organization to meet requirements of their employees and the employees should fulfil the requirements of the organization as well as achieving the sustainable competitive advantages(Bratton&Gold,2012).The SHRM has three approaches