Assignment: The Human Resource Practitioner is expected to practice Strategic Human Resource Management. To what extent is this expectation realised in the Caribbean?
The HR Practitioner is expected to practice strategic human resource management. To what extent is this expectation realised in the businesses or organisations in the Caribbean?
What is Strategic Human Resource Management?
Strategic human resource management is a complex process that is constantly evolving and being studied and discussed by academics and commentators. Its definition and relationships with other aspects of business planning and strategy is not absolute and opinion varies between writers.
Strategic Human Resource Management can be regarded as a general approach to the strategic management of human resources in accordance with the intentions of the organization on the future direction it wants to take. It is concerned with longer-term people issues and macro-concerns about structure, quality, culture, values, commitment and matching resources to future needs. It is considered as all those activities affecting the behaviour of individuals in their efforts to formulate and implement the strategic needs of business. It is also viewed as the pattern of planned human resource deployments and activities intended to enable the forms to achieve its goals.
Strategic HRM can encompass a number of HR strategies. There may be strategies to deliver fair and equitable reward, to improve performance or to streamline structure. However, in themselves these strategies are not strategic HRM. Strategic HRM is the overall framework, which determines the shape and delivery of the individual strategies.
Strategic HRM is based on HRM principles incorporating the concept of strategy. So if HRM is a coherent approach to the management of people, strategic HRM now implies
that that is done on a planned way that integrates organisational goals with policies and action sequences.
Expectations of Strategic HRM
The expectations of the SHRM are many, for example the SHRM is expected to programmes that will demonstrate proactive approach to the management function. As a strategic SHRM the organisation would also expect that the he/ she recruit the right people for the job. Therefore the SHRM would need to ensure that the staffs he/she hires is well qualified, trained and have the experience that is required for the job. In this case the SHRM would be expected to have good judgement and free of all bias. The SHRM would also be expected to develop programmes for staff development and send staff on ongoing training. It would also be expected that the SHRM ensure the comfort of all staff in the work environment.
HRM in any company is a weighty issue that needs much attention where business performance is linked to a HR strategy (Caldwell 2008; Ulrich et al. 2008). In the recent past, competition has become stiff, such that organizations need to come up with other means to compete in the extremely dynamic market world. Thus, companies have shifted their emphasis to Strategic Human Resource Management (SHRM) where they enhance and empower their personnel in order to increase the productivity and the services offered into the market (Mello 2006). This goes against the traditional ways of increasing the means of competition where organizations place emphasis on tangible resources. In the past, organizations competed in terms of machinery and acquisitions. This has changed greatly due to the changing customer tastes and the diversity of the market in the present (Delery & Doty 1996; Lengnick-Hall et al. 2009).
...ally, to get a specific result of a series of actions. We usually refer to it as ' business plan ', where the work environment, we have a generally much more orderly, disciplined approach is adopted. We have projects, planning and new products and services, develop new initiatives and programs. We also have better things to do, things to draw plans for changes. We also discuss the draft and then want to achieve organizational, we do what we do, would like to achieve, whereas short, medium and long term plans to implement. In short, such plans to get us organizational ' route map ' for now ' where we are ' in the future, at some defined point, or points, "we want to get to where". They also say what we are, today, is the essence of strategic planning, that some are, modern business and organizational needs of life to become one of the fastest growth since the 1960s.
Ramlall, S., Welch, T., Walter, J., & Tomlinson, D. (2009). Strategic HRM at the Mayo Clinic: A case study. Journal of Human Resources Education, 3(3), 13-35. Retrieved from http://business.troy.edu/jhre/Articles/PDF/3-3/31.pdf
Armstrong ( 2010) defined Strategic Human Resource Management (SHRM) as “an approach to making decisions on the intentions and plans of the organisation in the shape of the policies, programmes and practices concerning the employment relationship, resourcing, learning and development, performance management , rewards and employee relationships,” ( p. 115). There is a paradigm shift from a functional role to a tactical one through the strategic management process. SHRM is very important to the effectiveness of my learning organisation because it ensures that the needs of the learning community are met and provides the opportunity for instructional leaders to “add value to the learning community” (Introduction to Human Resource Management, 2012, p.6) while achieving the goals and objectives of the institution.
This paper will attempt to give a broad overview from the available literature within three areas. First, the paper will explore the historical relationships of HR and organizational strategy. Second, the paper will give an overview of current practices and trends. Lastly,...
Strategic HR planning is an important component of strategic HR management. It links HR management directly to the strategic plan of your organization. Most mid- to large sized organizations have a strategic plan that guides them in successfully meeting their missions. Organizations routinely complete financial plans to ensure they achieve organizational goals and while workforce plans are not as common, they are just as important.
Human resources planning is the way organizations as well as business makes sure that each one in their staff are doing what they are responsible on doing and are doing their needed and just making sure that everyone are put in the right corresponding jobs. Overall, strategic human resources management is focused on being able to be protective over the management of people that working for the organization or business. Strategic planning is gathering all different views and coming up with a conclusion on where the organization or company need to be at the end and just doing what is best for the overall success of the business. The way that the overall planning occurs with HR tends to include different areas one being deciding on what type of employees are needed or coming up with the knowledge of what the company can be able to provide to make the job much easier to accomplish. With these different concepts helps the whole strategic human resource management and has it collaborated with employee development which also include different steps which are implementation, strategy formulation as well as overall forecasting. An example that I can provide would have to be when there is a steady working schedule and all of a sudden there is layoffs that are about to happen during the slowest months of work. Human resources in this matter would need to come to a conclusion and find out a number of people that will be potentially laid off. Afterwards a strategy would need to be created to focus on being able to bring back the potential employees that are getting laid off or at least have them come into work as part-time providing them with min hours a week to keep them working. The overall implementation of this particular plan is to figure out different ways to continue to have these potential laid off working
Setting goals and developing plans to attain those goals are critical components of organizational success. According to Reed and Bogardus (2012), “strategic planning is a systematic way of setting the direction for an organization and developing tactics and operational plans to ensure its success” (p. 109). The strategic plan outlines specifically where the organization wants to go and what it will do to move the organization towards that desired outcome. However, it is important to note that strategic planning is an ongoing process, not a one-time plan (Reed & Bogardus, 2012). Strategic planning evolves as organizations cope with changing conditions, problems, and demands.
Data illustrated from Teo (2002) from the interviews conducted towards the HR department suggested that the corporate HR department of the specific organization interview was becoming a key source in the strategic management process. Evidence has continually suggested that HR departments in commercialized entities develop a greater role in the strategic aspects of people management. For example, performance based pay, combining performance management with corporate strategy and corporate bargaining activities will develop a greater role for the HR department as one of the strategic gain of an organization (Teo,
WHY MIGHT AN ORGANIZATION ADOPT A STRATEGIC APPROACH TO HUMAN RESOURCE DEVELOPMENT? CRITICALLY DISCUSS WHAT HR PRACTITIONERS CAN DO TO ENSURE IT IS IMPLEMENTED IN PRACTICE.
1. Mello Jeffrey A. (2002) Strategic Human Resource Management. South Western Press, Canada. 2. William P. Anthony et al (1999) Human Resource Management: A Strategic Approach. Harcort, Inc., USA
In the fields of management and business, Strategic Human Resource Management (SHRM) has been a powerful and influential tool in order to motivate employees to perform productively. (Ejim, Esther, 2013). According to Armstrong (2011), SHRM refers to the way that the company use to approach their strategic goals through people with a combination of human resource policy and practices. The purpose of SHRM is to produce strategic capability that the organisation must ensure such that employees are skilled, committed, and well-motivated in order to achieve a sustainable competitive advantage, (Armstrong, 2011). Particularly, the organisation must be able to carefully plan strategic human resource ideas, aimed to increase the productivity.
Effective strategic planning involves HR role as a formulating strategy for organization and business purpose. As a process, startegic planning require an engagement of all levels of staff throughout the organization. The ability of the managers and employees to engage in the strategic planning process determines the ability of the organization to perform for the satisfaction of its goals and objectives, and to
A comprehensive Human Resource Management Strategy plays a vital role in the achievement of an organisation 's overall strategic objectives and visibly illustrates that the human resources function fully understands and supports the direction in which the organisation is moving. A comprehensive HRM Strategy will also support other specific strategic objectives undertaken by the marketing, financial, operational and technology departments.
It is now time to execute the strategy formulated, indicating certain Human Resource (HR) needs. Human Resource (HR) function can be viewed as having six main menus of Human Resource (HR) practices which can be choose the ones that are most appropriate to implementing the strategy. All of these strategies types require competent people in a generic sense, where each of the strategies also requires different types of employees with types of behaviours and attitudes. The emerging strategic role of the Human Resource (HR) function requires that Human Resource (HR) professionals in the future develop business, professional-technical, change management, and integration competencies. The following