Strategic Human Resource Development Framework
INRODUCTION
The purpose of this paper is to review academic literature of the different frameworks/models proposed by different researchers and eventually propose a framework of choice which will help leaders to better manage their Human Capital (HC) and understand how to incorporate HR policies into everyday decision making and long term planning. First we start by defining Strategic Human Resource Management (SHRM). We then look into what purpose it serves in an organisation. Then we look into the different models of SHRM how these models compare with each other. Literature review intends to develop a new framework which is a combination of two frameworks, The Harvard Model and the Warwick model of SHRM.
STRATEGIC HUMAN RESOURCE MANAGEMENT (SHRM)
People are the most important asset and have a considerable influence on the overall performance of the organisation Huselid (1995). Also according to Hall (2004), research has shown a clear link between the performance of employees and the policies of an organisation. Hence, effective human capital management practices are necessary if an organisation wants to gain competitive advantage. In a search for competitive advantage, SHRM has attracted a lot of attention over the years. After the criticism of being too traditional and not adding value to the organisation, came the need of need for HR to justify it existence by connecting with overall organisational strategy and hence the emergence of SHRM (Sinha, 2010). So the question arises as to what exactly is SHRM?
Wright & Snell (1989), define SHRM as those activities which support and organisations competitive strategy. According to Appleby & Mavin (2000), it is an approach to managing people which seeks to achieve competitive advantage through the strategic development of a highly committed and capable workforce. Miller (1989), “Strategic Human Resource Management encompasses those decisions and actions, which concern the management of employees at all levels in the
The purpose of this paper is to review academic literature of the different frameworks/models proposed by different researchers and eventually propose a framework of choice which will help leaders to better manage their Human Capital (HC) and understand how to incorporate HR policies into everyday decision making and long term planning. First we start by defining Strategic Human Resource Management (SHRM). We then look into what purpose it serves in an organisation. Then we look into the different models of SHRM how these models compare with each other. Literature review intends to develop a new framework which is a combination of two frameworks, The Harvard Model and the Warwick model of SHRM.
STRATEGIC HUMAN RESOURCE MANAGEMENT (SHRM)
People are the most important asset and have a considerable influence on the overall performance of the organisation Huselid (1995). Also according to Hall (2004), research has shown a clear link between the performance of employees and the policies of an organisation. Hence, effective human capital management practices are necessary if an organisation wants to gain competitive advantage. In a search for competitive advantage, SHRM has attracted a lot of attention over the years. After the criticism of being too traditional and not adding value to the organisation, came the need of need for HR to justify it existence by connecting with overall organisational strategy and hence the emergence of SHRM (Sinha, 2010). So the question arises as to what exactly is SHRM?
Wright & Snell (1989), define SHRM as those activities which support and organisations competitive strategy. According to Appleby & Mavin (2000), it is an approach to managing people which seeks to achieve competitive advantage through the strategic development of a highly committed and capable workforce. Miller (1989), “Strategic Human Resource Management encompasses those decisions and actions, which concern the management of employees at all levels in the