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+how strategic human resource management helps an organisation achieve its strategic objectives
+how strategic human resource management helps an organisation achieve its strategic objectives
Strategic human resource management must be a means to achieve corporate strategy
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INTRODUCTION 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. The importance of SHRM The organisation must carefully select and sustain the employees that will be able to accomplish the organisation’s goals. The important role in the organisation is their people, which cannot be overemphasized enough due to the fact that they are the driving force behind any organisation’s goal. (Esther Ejim, 2013). According to Becker and Huselid (2006), the SHRM focuses on organisational performances rather than individual performances. SHRM also encourages the managers to be more proactive to think ahead. The objective of SHRM according to Armstrong (2011) is environment, organisation, HR analyst (staffing) must ensure that the people in organisation has sufficient knowledge, skill and abilities to accomplish the goals. 2. Competitive Advantage of Strategic Human Resource Management 2.1. Firm Resource Firm resources refers to all assets, capabilities, organizational processes, firm attributes, information, knowledge, etc. The firm controlled ... ... middle of paper ... ...stinguish that a qualitatively new type of worldwide trade was developing. The illustration in United stated since the late of 1980 showed that “has less productive portions moved offshore which lead to a decrease in employment while maintaining higher value-added parts. Consequently, all the productivity has risen, while the tradable sector has increased employment” (Spence and Hlatshwayo,2011). Conclusion The strategic human resource management become more important in organisation. It gives company a lot of benefits in their competitive advantages, however, there are also some challenges that the organisation need to examine it. There are some strategies that helps the organisation to minimize the challenges such as training and compensation for the employees that affected by offshoring. Thus, when the organisations apply SHRM, they will face some complications.
The trend toward a more globalized market has become increasingly developed in the latter half of the 20th century. Emphasis on world trade has become a dominant figure in almost every Nation’s economy. Between 1970 and 2000 world trade has experienced an increase of almost 370 percent. Concurrently, world GDP increased by 150 percent. Trade is beneficial to Nations because it allows the creation of avenues that aid in efficient allocation of resources (Canas & Coronado). Countries can gain from trade when they specialize according to their comparative advantage. This is, when they create conditions where goods and services can be produced at a lower opportunity cost than in any other country. Along the same logic, countries can also make large profits by taking advantage of another countries comparative advantage.
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).
Kogut, B. and Zander, U. (1993). Knowledge of the Firm and the Evolutionary Theory of the MNC, Journal of International Business 24(4), pp. 625-645
The resources are the firm’s productive assets whereas capabilities are what a firm can do. (Grant, 2005) states that an organisation’s resources can be considered as two broad categories:
The 4R model matches employees whose personal skills match the competencies and goals that are required of the job for which they are hired. Additionally, the goals that the organization wishes to achieve should be clearly articulated to employees, and employee’s measurement and rewards systems should reflect their proven ability to achieve those goals. Other attributes of the 4R model expressed in the book include providing training to employees and learning resources that help to build the capabilities the organization seeks to perform their role more effectively
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.
The outsourcing strategy is adopted to achieve improvement in performance. This report examines different elements. Firstly, contribution of human resources (HR) outsourcing strategy that helps the company to manage talent and save expense regarding to workforce agility and performance control.
Although most companies have different strategic goals to achieve; they need to make sure that not only are the goals of the company are followed through, but the performance of each individual employee is recognized. The company also has to ensure their supervisors are willing to push their subordinates to their fullest potential in whatever their career goals may be.
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 learning 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 improving the effectiveness of the entire learning community and helps to improve the organisations by creating and implementing plans that will continuously raise the competencies and capabilities of the members of an organization for the overall achievement of the organization (Ulrich 1997).
Organizational success or failure is dependent on a myriad of variables that can be challenging to measure and interpret. Success or failure can simply be luck and timing or an orchestrated and deliberate effort. As new technologies allow organizations the ability to rapidly measure and assess its internal and external environmental factors, more efficient strategies can be quickly implemented. The focus of this literature review is specifically on one of these mentioned variables. The paper will detail the relationship that Human Resources (HR) practices have with an organization’s strategic goals and vision.
Introduction 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 essence, an HRM strategy’s aim should be to capture the ‘people’ part of an organisation and its medium to long-term projection of what it wants to achieve, ensuring that. It employs the right people, those have the right mix of skills, employees show the correct behaviours and attitudes, and employees have the opportunity to be developed the right way.
The main purpose of Human Resource Management is to increase the effectiveness and contribution of employee’s attainment of organizational goals and objective (Youssef, C.). Many areas of HRM have been discussed in this course. Those areas are EEO and Affirmative action, Human resource planning, recruitment, and selection, Human resource development, compensation and benefits, safety and health, and employee and labor relations. All these categories have an impact on how an organization is managed. Although there are many things that impact a business, the most important thing about managing a business is selecting the right people to help the company succeed.
My goal is to study the effect of cost leadership strategy in Galfar Engineering and human resources management functions Contracting Limited . The goal is to customize the overall impact of a strategy of strategic human resources organization learning . Galfar Engineering & Contracting SAOG ( Galfar ) is the largest construction companies in the Sultanate of Oman for oil and gas , roads and bridges, and the Sultanate of Oman and the Gulf Cooperation Council (GCC) other civil works EPC capabilities and industry interest . In the past 40 years , has established itself as Galfar preferred partner in the development of Oman , turnover of about one billion dollars. The company has been growing steadily over the past 40 years , has a fleet of more than 7,000 devices , employs more than 23,000 employees, boast the largest employer in the private sector are also citizens of the Sultanate of Oman . The company has made the quality of construction, safety , performance, and employee satisfaction excellence and social responsibility efforts to become the most reliable and engineering, procurement , construction , and operation and maintenance, and the company is seeking to project management in the region . Has delivered consistently to provide engineering projects of value-added , construction and customer service skills , and for them , and implementation, efficient and reliable quality is essential. Since its inception in 1972 , Galfar , with a strong focus on the implementation of the strategic vision of the management is now a public company listed on the Muscat Securities Market . The company has succeeded in creating an excellent track record in order to ...
It represents the Strategic human resource management (SHRM) core function like “work analysis, Job design and job analysis” defines its importance in strategies implementation in any organization. This assignment will also discuss the aspect of Human Resource department that why they are giving more edge to other functions like Recruitment and selection, Performance appraisal and Occupational health and safety. This report will also presents the today’s critical business challenges and the with coming new responsibilities for HR and why they have started to give more weightage to Job analysis and design in order to get the better output and efficiency of the organization. Moreover, Human capital is a vital factor for any department in any organization. “Hiring smart” is becoming a fashion trend for companies for their effectiveness, productivity and employee motivation as the more investment will be done in employees by the firms. It continues with the recommendations on the need of analysis and design of work and how to make employees motivated in the company.
One of the causes that influences an organization’s human resource is its strategy. A strategy refers to a plan that in place to guide business operations and activities. The business strategy then provides schedules and activities for the employee, and as a result affects the human resource. The scope is to build on qualifications and capabilities, therefore influences human resource to higher capacity while the unsuitable distribution of tasks may dampen human resource to poor results. Managers in the organization play a significant role in influencing human resource. The type of leadership structure and leadership style implemented by the organization establishes the level of encouragement that a leader and their leadership have on human resource. An ineffective leadership will fail to mobilize human resource into performing required tasks due to poor control of employees. Effective leadership influences human resource management responses to the management’s needs towards competitiveness. Ammi, F. T., & Mushatt, S.