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Human resource development strategies
Strategic human resource development
Strategic human resource development
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Introduction An organization consists of several departments but working together towards the achievement of set objectives. One of the most important departments of an organization is the human resource department. It is mainly charged with the duty of, recruitment, promotions, placement and rewards in an organization. For an organization to maintain operations and increase profit, it has to strategically manage its affairs. This enables an organization to assess its strategies and formulate new ones hence meet the customers’ demands. Since employees implement strategies, they have to be informed of the strategic missions of an organization. Strategic plans by an organization are always aimed at gaining competitive advantage, as such; human resource practices should be aimed at focusing the employees’ attention to the organization’s major strategies (JobsD.com, 2011). Human Resource as a Competitive Advantage for Organizations From the recent research, it is evident that the human resources are very essential for the competitiveness of organizations. An organization can define its strategic human resource roadmap by availing framework in which to plot a course to its future. For the achievement of this, an organization has to avail findings for utilization as benchmark for comparison with its assumptions, strategies and directions. The proper analysis of these factors may enable an organization to gain competitive advantage via its human resources in the marketplace. In the business context, the marketplace not only includes goods and services but also a good employer with both potential and existing employees (Thomas Cummings, 1994). On the other hand for an organization to effectively stimulate dialogue with its employee... ... middle of paper ... ...ivity-measurement-increases-competitive-advantage/ Gireesh Sharma, (2010). Top 10 HR Best Practices. Retrieved from: http://www.empxtrack.com/human-capital-management-system/articles/Human-Resources-Management-Practices-top-ten/ JobsD.com, (2011). Human Resource Management “An Organization’s Tool for Competitive Advantage”. Retrieved from: http://www.jobsdb.com.my/MY/EN/V6HTML/employer/56_career.html Randall Schuler, (1984). Gaining Competitive Advantage through Human Resource Management Practices. Retrieved from: http://www.rci.rutgers.edu/~schuler/mainpages/GainingCompAdvantageHRMpractices.pdf Thomas Cummings, (1994). Human Resources: Key to Competitive Advantage. Retrieved from: http://digitalcommons.ilr.cornell.edu/cgi/viewcontent.cgi?article=1248&context=cahrswp&seiredir=1#search=%22Human%20Resource%20as%20Competitive%20Advantage%20organizations%22
Noe, Raymond A., et al. Human Resource Management: Gaining a Competitive Advantage. 7th ed. New York: McGraw-Hill/Irwin, 2010. Print.
Whether an organization consists of five or 25,000 employees, human resources management is vital to the success of the organization. HR is important to all managers because it provides managers with the resources – the employees – necessary to produce the work for the managers and the organization. Beyond this role, HR is capable of becoming a strong strategic partner when it comes to “establishing the overall direction and objectives of key areas of human resource management in order to ensure that they not only are consistent with but also support the achievement of business goals.” (Massey, 1994, p. 27)
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.
I ensure that HR is involved in the development and implementation of business strategies. And I ensure that HR and business objectives are aligned in order to achieve the shared goals. In addition, I introduce and implement systems, policies, and processes designed to help employees and the business in reaching the strategic objectives effectively and efficiently. For instance, when Qatar announced that it will be hosting the world cup in 2022, numerous construction projects emerged to accommodate this event. And many were awarded to my company. Accordingly, the business strategy was to deliver the projects on time and with high quality. Thus, I designed an HR strategy which incorporates recruiting qualified employees and training existing ones. That is, I transformed the business goals into
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.
Organizations’ other resources can be hired, retained and discarded at any time but human resources needs special treatment. It needs to be carefully hired, deserve an extra effort to retain it and requires training & development to upgrade and improve its capabilities. Other resources depreciate with the passage of time but when the human resource gains more and more experience, it becomes more beneficial for the organizations. These characteristics have brought human resources to be the central element for the success of an organization. (Mohammed, Bhatti, Jariko, and Zehri, 2013, pg. 129, para. 2)
There are a range of different factors which impact on an organisation’s business and its HR function. Strategies allow companies to get a direction and scope of an organisation for the long term, having long term goals is advantageous for the organisations because it allows a company to gather resources within a challenging environment and actively meet the needs of markets, surpass the competition and fulfil the expectations of stake holders.
However you define the activities of management, and whatever the organisational processes are, an essential part of the process of management is that proper attention be given to the Human Resource function. The human element provides a major part in the overall success of the organisation. Therefore there must be an effective human resource function. In the past, most organisations viewed Human Resource Management (HRM) as an element function, that is an activity that is supportive of the task functions and does not normally have any accountability for the performance of a specific end task. Because of the emphasis on analysis and precision there is a tendency for strategists to concentrate on economic data and ignore the way in which human elements and values can influence the implementation of a strategy. 'Economic analysis of strategy fails to recognise the complex role which people play in the evolution of strategy - strategy is also a product of what people want an organisation to do or what they feel the organisation should be like.?(1).
The strategic management team has devised some strategic human resource management plans to improve the situation the company is facing in terms of people resources in its pursuit of its goals and to ensure that the identified problems are effectively dealt with, either by improving the already established initiatives or constructing new plans. These initiatives will be consummated by continual assessment of all evaluation mechanisms offered to our clients.
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.
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.
Human resource is the most valuable and unique asset of an organization. The successful management of an organization’s human resource is an exciting, dynamic and challenging task , especially at a time when the world has become a global village and economies are in a state of flux. The lack of talented resource and the growing expectation of the modern day employee has further increased the difficulty of the human resource function.
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 human resource management stands for the management of an entity’s workforce and all that relates to the workforce. The significance of human resource management includes recruitment, orientation, and the ability to retain employees. The human resource management with other managers utilizes these practices in order to produce a solution that relates to challenges. A competitive advantage refers to the business ability to gain the advantages of its economic activities that, it recognizes the organization’s ability to survive and overcome competition in the marketplace. This paper will discuss the concept of competitive advantage in human resource.