The Positive and Some Negative Aspecs of Strategic Human Resource Mangement

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,

In simple term, strategic human resource management is concern with the ways in people is crucial to company effectiveness. According to Miller (1987) strategic

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.

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.

Wright and McMahan (1994) define strategic HRM as “the pattern of planned Human Resource deployments and activities intended to enable the organisation to achieve its goals.” A HR function should impact the success of an organisation; a policy must remain current and suitable to both the internal and external environment. Ulrich and Lake (1990) affirm, ‘HRM systems can be the source of organisational capabilities that allow organisations to learn and capitalise on new opportunities.’

Strategic Human Resource Management (SHRM) is identified as an effective macro-organizational tool to support the role and function of Human Resource Management according to focus on the organization’s business strategy compared with the traditional human resource management. (Ryanair. 2015).

Strategic human resource management as described by Nel et al. (2011:562) is “long-term, top-level management decisions and actions regarding employment relationships that are usually made and performed with the overall general strategic management of

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

For nearly two decades, calls have been made for Human Resources (HR) to transform into strategic partner. Scholars and practitioners, alike, have embraced this idea, yet this field of study seems to be at a bit of a crossroads. The business community no longer needs to be convinced why strategic human resources management (SHRM) is important, instead many are grappling with how is SHRM implemented and measured (Becker & Huselid, 2006). While the literature has been rich in providing arguments to support of SHRM, there is little empirical evidence of what it takes to be a strategic partner and whether HR offices are actually making the changes needed to take on this role (Lawler & Mohrmann, 2003).

“HR strategy, policy and practice can assist organisations to achieve competitive advantage. Critically analyse this statement using one or more theoretical perspectives that explain the link between strategic HRM and performance outcomes.”

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.

SHRM is to make sure that human resource management is fully blended into calculated arrangements , that HRM programmes combined both beyond policy areas and crossed hierarchies and that HRM policies are undertaken and used by line managers as a part of their day to day work.

The HRM policies are so designed that it should align with the overall business strategies of the organizations. In short, the focus is shifted from the traditional HRM pattern to the Strategic Human Resources Management (SHRM) irrespective of the industrial segments.

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