How Strategic Human Resource Management Applied in Practice
Introduction
Nowadays, with the ever increasing importance attached to human resource management in organisations around the globe, how to effectively conduct human resource management and meet business objectives has been heatedly debated over. In an attempt to have a further insight into human resource management, the concept of strategic human resource management is defined and introduced in this essay . Furthermore, in this essay, some “big issues” HR managers will need to consider, including improving leadership development, managing work-life balance, as well as delivering on recruiting and staffing, are discussed and supported by relevant examples that align with these issues.
Strategic human resource management (SHRM) represents a relatively new transformation in the field of human resource management. Different from traditional HRM, strategic HRM focuses on the linking of all HR activities with the organization’s strategic objectives. It is concerned with the role human resource management systems play in the firm performance, particularly concentrating on the alignment of human resources as a means of gaining competitive advantage (Esra, 2010 ). Organizations are becoming aware that successful human resource policies and practices may increase performance in different areas such a productivity, quality and financial performance.
The way for a firm to remain scarce or hard for competitors to duplicate is to have enduring competitive advantage. Resources confer enduring competitive advantage to a firm and enable companies to pursue opportunities (Barney, 1991). The resource-based view posits that human and organizational resources, more than physical, technical or financial resources, can provide a firm with sustained competitive advantage because they are particularly difficult to emulate (Lado et al., 1992; Lado and Wilson, 1994; Wright and McMahon, 1992).
Consequently, in a relatively ideal way, managers are ought to work in order to
Nowadays, with the ever increasing importance attached to human resource management in organisations around the globe, how to effectively conduct human resource management and meet business objectives has been heatedly debated over. In an attempt to have a further insight into human resource management, the concept of strategic human resource management is defined and introduced in this essay . Furthermore, in this essay, some “big issues” HR managers will need to consider, including improving leadership development, managing work-life balance, as well as delivering on recruiting and staffing, are discussed and supported by relevant examples that align with these issues.
Strategic human resource management (SHRM) represents a relatively new transformation in the field of human resource management. Different from traditional HRM, strategic HRM focuses on the linking of all HR activities with the organization’s strategic objectives. It is concerned with the role human resource management systems play in the firm performance, particularly concentrating on the alignment of human resources as a means of gaining competitive advantage (Esra, 2010 ). Organizations are becoming aware that successful human resource policies and practices may increase performance in different areas such a productivity, quality and financial performance.
The way for a firm to remain scarce or hard for competitors to duplicate is to have enduring competitive advantage. Resources confer enduring competitive advantage to a firm and enable companies to pursue opportunities (Barney, 1991). The resource-based view posits that human and organizational resources, more than physical, technical or financial resources, can provide a firm with sustained competitive advantage because they are particularly difficult to emulate (Lado et al., 1992; Lado and Wilson, 1994; Wright and McMahon, 1992).
Consequently, in a relatively ideal way, managers are ought to work in order to
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