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Strategic HR management and planning
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Introduction In order to define Human Resource Strategy, one must first understand the concepts behind an organisation’s business strategy and its HRM practices. Various definitions of ‘strategy’ exist, almost all of which boil down to the simple fact that it is the general direction of an organization, which it must strive to go in the long term. The responsibility of adhering to the business strategy falls on the managers, who must use the resources at hand, keeping in context with the business environment their particular organisation is in, in order to achieve the goals laid down in the strategy by the stakeholders. Using the above-established definition of strategy and applying it to the context of Human Resource Management, one comes to the conclusion that HRM Strategy is the plan to organize Human Resources in such a way that they can be utilised to accomplish corporate objectives. In order for this to happen, and for the Business Strategy to be adhered to, the HRM Strategy must be aligned to it. When drawing up an HR Strategy, corporate objectives such as growth must remain the centre of attention. Development, Training and Performance Management within an HR Strategy Serious planning of areas such as training and development of employees must be undertaken in order to utilise the available human resources to their maximum effectiveness. Training and development, which provide a company with a continuously higher skilled workforce, must not be seen as a standalone solution. For it to be effective and eventually successful, other aspects of the HR strategy, such as reward strategies, recruitment and company structure, must be kept in line together with training and development. When all aspects of an HR strategy are in... ... middle of paper ... ...cially on smaller firms, if and when implemented correctly, trainging,development and performance management can return quite a lot in terms of increased productivity and efficiency. Works Cited Armstrong, M. (2006). A handbook of human resource management practice (10th ed.). London: Kogan Page Limited. Hendry, C., & Pettigrew, A. (1986). The practice of strategic human resource management. Personnel Review, 15(5), 3-8. Huselid, M. A. (1995). The impact of human resource management practices on turnover, productivity, and corporate financial performance. Academy of management journal, 38(3), 635-672. Kirkpatrick D. L. (1959). 'Techniques for evaluating training programs.' Journal of American Society of Training Directors, 13 (3), 21–26. Miles, R. E., & Snow, C. C. (1984). Designing strategic human resources systems.Organizational dynamics, 13(1), 36-52.
Bohlander, George, and Scott Snell. Managing Human Resources. 15th. Mason, OH: South-Western Pub, 2009. 98-147. Print.
Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M. (2014). Fundamentals of human resource management (5th ed.). New York, NY: McGraw-Hill Education.
Gomez-Mejia, L. R., Balkin, D. B., & Cardy, R. L. (2007). Managing Human Resources (5th
Dessler, G. (2011). A framework for human resource management (6th ed.). Upper Saddle River, NJ: Prentice Hall. ISBN: 9780132556378
Mathis, R. L., & Jackson, J. H. (2010). Human resource management (13th ed.). Mason, OH: Thomas/South-western
Noe, Raymond A., et al. Human Resource Management: Gaining a Competitive Advantage. 7th ed. New York: McGraw-Hill/Irwin, 2010. Print.
Noe, R., Hollenbeck, J., Gerhart, B., & Wright, P. (2014). Fundamentals of human resource management (5th ed.). New York, NY: McGraw-Hill.
Massey, R. (1994). Taking a strategic approach to human resource management. Health manpower management, 20, 27-30.
Dessler, G. (2011). A framework for human resource management (6th ed.). Upper Saddle River, NJ: Prentice Hall. ISBN: 9780132556378
Noe, Raymond A., John R. Hollenbeck, Barry Gerhart, and Patrick M. Wright. Human Resource Management: Gaining a Competitive Advantage. 7th ed. Boston: McGraw-Hill Irwin, 2010. Print.
Lengnick-Hall M.L.; Lengnick-Hall, C.A.; Andrade, L.S.; Drake, B. 2009. “Strategic human resource management: The evolution of the field.” Human Resource Management Review, 19, pp. 64-85.
Byars, L. L. (1997). Human Resource Management. Chicago, IL: The McGraw-Hill Companies, Inc. Mills, D. Q. (1994).
Understanding the strategic potential of HRM is a relatively recent phenomenon. Strategic HRM attempts to bring HRM to the boardroom. It requires personnel policies and practices to be integrated so that they make a coherent whole, and also that this whole is integrated with the business or organisational strategy.
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.
In the 1980’s, the birth of a new concept called ‘Human Resource Management’ was born. This trend comes after an intense period of Taylorisation, Fordism and now, McDonaldisation. HRM came to counter balance these trends and to consider the concept of the Man as a Man and not as a machine. For the last several decades, the interests of companies in "strategic management" have increased in a noteworthy way. This interest in strategic management has resulted in various organizational functions becoming more concerned with their role in the strategic management process. The Human Resource Management (HRM) field has sought to become integrated into the strategic management process through the development of a new discipline referred to as Strategic Resource Management (SHRM). In current literature, the difference between SHRM and HRM is often unclear because of the interconnections linking SHRM to HRM. However, the concepts are slightly different. Thus, we can ask, what is strategic human resource management? What are the main theories and how do they work? What do they take into account and how are they integrated? What are the links between SHRM and organization strategy? In order to answer to these questions, we will precisely define strategic human resource management, followed by a look at the different approaches built by theorists, and finally, we will see the limits between the models and their applications depending on the company’s environment. Discussion Strategic Human Resource Management: definition Strategic human resource management involves the military word ‘strategy’ which is defined by Child in 1972 as "a set of fundamental or critical choices about the ends and means of a business". To be simpler, a strategy is "a statement of what the organization wants to become, where it wants to go and, broadly, how it means to get there." Strategy involves three major key factors: competitive advantages (Porter, 1985; Barney, 1991), distinctive capabilities (Kay, 1999) and the strategic fit (Hofer & Schendel 1986). Strategies must be developed with a relevant purpose to sustain the organizational goals and aims. SHRM is one of the components of the organizational strategies used to sustain the business long-term. SHRM defined as: “all those activities affecting the behaviour of individuals in their efforts to formulate and implement the strategic needs of the business. (Schuler, 1992)” or as “the pattern of planned human resource deployments and activities intended to enable the firm to achieve its goals.