Strategic Hrm
Why is strategic HRM so important for organisations? Explain how strategic HRM can be facilitated and how it can contribute to an organisation.
Strategic HRM: can be defined as the linking of human resources with strategic goals and objectives in order to improve business performance and develop organizational culture that brings up innovation, flexibility and competitive advantage. Strategic HRM involves setting employment standards and policies. Moreover it is not any particular human resource strategy but it is a framework for shaping and developing many people management strategy. (Sarah Glimore and Steve Williams, 2009) It is the pattern of planned HR operations and activities intended to help an organisation to achieve its goals. In an organisation SHRM plays an important role of a strategic associate in HR functions for the implementation of the company's strategies through HR activities such as recruiting, selecting, performance management, job analysis job design, pay structure, training and rewarding personnel. It focuses on human resource functions with long-term objectives. (De Cieri Kramar, 2008).
Importance of Strategic Human Resource Management:
Strategic HRM plays a very important role in today's business world. It helps the organisation to strategically manage human resources in a manner that works to the overall benefit of the business. It is important for organisation’s survival and sustainability and also helps in improving performance. It facilitates in identifying the key human resource areas where strategies can be implemented in the long run to improve the overall employee motivation and productivity. Strategic human resource management is also about assessing the company's internal strengths and weaknesses. It is very important to identify the strength and weaknesses of the company’s human resource because it helps in determining future performance of the company. Strategic HRM policies and practices motivate people through their
Strategic HRM: can be defined as the linking of human resources with strategic goals and objectives in order to improve business performance and develop organizational culture that brings up innovation, flexibility and competitive advantage. Strategic HRM involves setting employment standards and policies. Moreover it is not any particular human resource strategy but it is a framework for shaping and developing many people management strategy. (Sarah Glimore and Steve Williams, 2009) It is the pattern of planned HR operations and activities intended to help an organisation to achieve its goals. In an organisation SHRM plays an important role of a strategic associate in HR functions for the implementation of the company's strategies through HR activities such as recruiting, selecting, performance management, job analysis job design, pay structure, training and rewarding personnel. It focuses on human resource functions with long-term objectives. (De Cieri Kramar, 2008).
Importance of Strategic Human Resource Management:
Strategic HRM plays a very important role in today's business world. It helps the organisation to strategically manage human resources in a manner that works to the overall benefit of the business. It is important for organisation’s survival and sustainability and also helps in improving performance. It facilitates in identifying the key human resource areas where strategies can be implemented in the long run to improve the overall employee motivation and productivity. Strategic human resource management is also about assessing the company's internal strengths and weaknesses. It is very important to identify the strength and weaknesses of the company’s human resource because it helps in determining future performance of the company. Strategic HRM policies and practices motivate people through their
Cited: * Aït Razouk, Abdelwahab; Bayad, Mohamed; Wannenmacher, Delphine. (2009). Strategic human resource management and tacit knowledge transfer: A case study. Human Systems Management , 28 (1), p.77-82. * Azhdar Karami, B. M. (2008). Does strategic human resource management matter in high-tech sector? Some learning points for SME managers. Corporate Governance , 8 (1), p.7-17. * De Cieri Kramar. (2008). Human Resource Management in Australia (3 ed.). (A. Moodie, Ed.) Australia: McGraw-Hil Irwin. * Harpaz, I., & Meshoulam, I. (2009, sep). The meaning of work, employment relations, and Strategic HRM in Israel. Human Resource Management Review , p.1-12. * K.W. Green, C. W. (2006). The impact of strategic human resource management on firm performance and HR professionals ' work attitude and work performance. International Journal of Human Resource Management , 17 (4), pp. 559–579. * Kazmi, Azhar; Ahmad, Faruq. (2001). Differening Approaches to Strategic Human Resource Management. Journal of Management Research , 1 (3), p-133. * Korte, Russell. (2007). Strategic international human resource management: Choices and consequences in multinational people management. Human Resource Development Quarterly , 18 (3), p443-448. * Lengnick-Hall, Mark L.; Lengnick-Hall, Cynthia A.; Andrade, Leticia S.; Drake, Brian. (2009). Strategic human resource management: The evolution of the field. Human Resource Management Review , 19 (2), p-64-85. * Ngo, Hang-Yue; Lau, Chung-Ming; Foley, Sharon. (2008). Strategic human resource management, firm performance, and employee relations climate in China. . Human Resource Management , 47 (1), p-73-90. * Rodwell and Teo, 2004 J.J. Rodwell and S.T. Teo. Strategic HRM in for-profit and non-profit organizations in a knowledge-intensive industry. Public Management Review , 6 (3), pp. 311–331. * Sarah Glimore and Steve Williams. (2009). Human Resource Management. New York, United States: Oxford University. * SYED AKHTAR , DANIEL Z . DING AND GLORIAL.GE. (2008). STRATEGIC HRM PRACTICES AND THEIR IMPACT ON COMPANY PERFORMANCE IN CHINESE ENTERPRISES. Human Resource Management, Spring 2008, Vol. 47, No. 1, Pp. 15–32 , 47 (1), P-15-32. * Wright, P.M.,Dunford, B.B. & Snell, S.A. (2001). Human Resource and The Resource Based View of Firm. Journal of Management , 27, p-701-6.