Issues Involved When You Try to Take a Strategic Approach to Human Resource Management and Development
This essay is going to define strategic human resource management and development (SHRM/D) and briefly mention why this concept is important for organizations, I will then briefly mention other underlying concepts about strategic people management, and then go to the core of the essay and discuss the issues that are involved when we try to take a strategic approach to human resource management and development(HRM/D).Lastly I shall conclude by giving the extent to which my organization’s experience agrees to the issues discussed. PostBank Uganda (PBU) which I work for is a government owned bank and all my illustrations will be drawn from therein.
SHRM as defined by Armstrong (2008:33-35) is an approach that defines how the organization’s goals will be achieved through people by means of Human Resource (HR) strategies and integrated HR policies and practices. This definition focus on how people are managed in order for them to be able to achieve organization’s objectives, however there must be policies and practices which manifest themselves into the culture of the entity and above all there must be HR strategies which are linked to the overall strategy. The definition however under shadows the issue of development in achieving organizational goals. It’s too simplistic to blanket development in the definition because development involves individual learning & growth which helps employees acquire knowledge, skills, attitude (KSA) plus competences necessary to drive business. These issues however have to focus on the long term perspective of the organization.
Why SHRM/D is important for organizations: Adopting SHRM/D is very critical if an organization wants to realize its vision and mission. Not withstanding the divergent views of SHRM/D concepts the following are the importance of SHRM/D as guided in www.koganpage.com/resource/academic
1. Generates organizational capability by ensuring that the organization has the skilled, engaged, committed and well
SHRM as defined by Armstrong (2008:33-35) is an approach that defines how the organization’s goals will be achieved through people by means of Human Resource (HR) strategies and integrated HR policies and practices. This definition focus on how people are managed in order for them to be able to achieve organization’s objectives, however there must be policies and practices which manifest themselves into the culture of the entity and above all there must be HR strategies which are linked to the overall strategy. The definition however under shadows the issue of development in achieving organizational goals. It’s too simplistic to blanket development in the definition because development involves individual learning & growth which helps employees acquire knowledge, skills, attitude (KSA) plus competences necessary to drive business. These issues however have to focus on the long term perspective of the organization.
Why SHRM/D is important for organizations: Adopting SHRM/D is very critical if an organization wants to realize its vision and mission. Not withstanding the divergent views of SHRM/D concepts the following are the importance of SHRM/D as guided in www.koganpage.com/resource/academic
1. Generates organizational capability by ensuring that the organization has the skilled, engaged, committed and well
References: Armstrong, M (2008) Strategic human resource management: A guide to action (fourth Edition). London: Kogan Page. Devanna, M, Fombrum, C and Tichy, N (1984) ‘A framework for strategic human resource management’ pp 34-51 in Fombrum, C, Tichy, N, Devanna, M (eds) Strategic Human Resource Management, New York, John Wiley. Guest, D (1989) Personnel and HRM: Can you tell the difference? Personnel Management, January 1989: 48-51 Huw, M, Brian, W, Sanjiv, S (2002) Managing in a Business Context: An HR approach: Prentice Hall, pp 1-3. Jeffrey, A. Mello (2006) Strategic Human Resource Management, (Second Edition), Stratford Publishing Services, Inc. pp 157-169 Johnson, G and Scholes, K (1997) ‘Corporate strategy: an introduction’ in G.Johnson, and K.Scholes, (1997) Exploring corporate strategy, (forth Edition) Hertfordshire, Prentice Hall pp 3-38 Linda, H (1999) Aligning Human Resource and Business strategy, Butterworth-Heinemann. pp 29-97