Strategic Human Resourse Managment

Define strategic HRM. When a large firm is formulating and implementing its strategic plan, why might the HR manager be advised to participate? Elaborate your answer taking into consideration the usual stages in strategic planning and suggest the kinds of material that a conscientious HR professional might want to include in each of those stages. Thinking about HRM in the future, describe some of the HR outcomes that HR practitioners may need to demonstrate.

Essay Marking Guide

|Assessment Criteria |Worth |
|Demonstrated understanding of the HRM topic; |5.00 |
|Quality and completeness of the analysis and discussion; |5.00 |
|Ability to analyse critical incidents and to apply HRM solutions |5.00 |
|Evidence of appropriate reading & research (academic and other relevant |3.00 |
|journals, text and reference books), Use of in-text reference, completion of a | |
|full reference list at the end (APA style) ; and | |
|Correct presentation (format, completed and signed cover page, word count, line|2.00 |
|spacing, spell check etc.), and clarity of expression. | |
|Total marks |20.00 |

First

Human Resource Management (HRM) is the function within an organization that focuses on recruitment of, management of, and providing direction for the people who work in the organization. Human Resource Management can also be performed by line managers.

Human Resource Management is the organizational function that deals with issues related to people such as compensation, hiring, performance

References: Appleby, A. & Mavin, S. 2000. ‘Innovation not imitation: Human Resource Strategy and the Impact on World-Class Status,’ Total Quality Management, vol Boxall, P. & Purcell, J. 2000. ‘Strategic Human Resource Management: Where Have we Come From and Where Should we be Going?’ International Journal of Management Reviews, vol Colbert, B. A. 2004. ‘The Complex Resource-Based View: Implications for Theory and Practice in Strategic Human Resource Management,’ Academy of Management Review, vol Kazmi, A. & Ahmad, F. 2001. ‘Differening Approaches to Strategic Human Resource Management,’ Journal of Management Research, vol Lundy, O. 1994. ‘From Personnel Management to Strategic Human Resource Management,’ International Journal of Human Resource Management, vol McMahan, G. C., Bell, M. P. & Virick, M. 1998. ‘Strategic Human Resource Management: Employee Involvement, Diversity, and International Issues,’ Human Resource Management Review, vol Mueller, F. 1996. ‘Human Resources as Strategic Assets: An Evolutionary Resource-Based Theory,’ Journal of Management Studies, vol Rodwell, J. J. & Teo, S. T. T. 2004. ‘Strategic HRM in For-Profit and Non-Profit Organizations in a Knowledge-Intensive Industry,’ Public Management Review, vol Rogers, E. W. & Wright, P. M. 1998. ‘Measuring Organizational Performance in Strategic Human Resource Management; Problems, Prospects, and Performance Information Markets,’ Human Resource Management Review, vol Schuler, R. S. 1992. ‘Strategic Human Resource Management: Linking the People with the Strategic Needs of the Business,’ Organizational Dynamics, vol Siddique, C. M. 2004. ‘Job Analysis: A Strategic Human Resource Management Practice,’ International Journal of Human Resource Management, vol Van Donk, D. & Esser, A. 1992. ‘Strategic Human Resource Management: A Role of the Human Resource Manager in the Process of Strategy Formation,’ Human Resource Management Review, vol Wright, P. M. & McMahan, G. C. 2001. ‘Theoretical Perspectives for Strategic Human Resource Management,’ Journal of Management, vol Wright, P. M. & Snell, S. A. 1991. ‘Toward an Integrative View of Strategic Human Resource Management,’ Human Resource Management Review, vol Wright, P. M., Snell, S. A. & Dyer, L. 2005. ‘New Models of Strategic HRM in a Global Context,’ International Journal of Human Resource Management, vol (Devanna, Fombrum, & Tichy, 1981; Wright, 1998). In this scenario, a human resource (HR) department that is highly administrative and lacks strategic integration fails to provide the competitive advantage needed for survival, thus losing its relevance. Huselid and Becker (1997) found that there were noticeable financial returns for the organisations whose human resource strategic business partner. Youndt and Snell (1996) find that firms employing HR practices according to the stated strategy are regarded to have better perceptual performance. supported by authors like Mathis and Jackson (1985) and Beer, Spector, Lawrence, Mills, and Walton (1984), HRM is strategic by its very nature and all its elements have strategic linkages. The decision-focused approach formulated by Devanna et al. (1981) is based on three decisionmaking levels, namely operational, managerial and strategic and considers HRM at strategic Hall (1995), SHRM emerges when HRM elements match the organisation’s strategy. According to the implementation-focused approach that is brought forward by Miles and Snow (1984), works of various researchers (Brockbank, 1999; Delery and Doty, 1996; Devanna, Fombrun, and Tichy, 1984; Golden and Ramanujam, 1985; Martell and Caroll, 1995; Truss and Gratton, 1994; Wright and McMahan, 1992). Wright and McMahan (1992: 298) define SHRM as “the pattern of planned human resource deployments and activities intended to enable an organisation to achieve (Devanna et al., 1984; Dyer, 1984; Golden and Ramanujam, 1985; Martell and Caroll, 1995; Mirvis, 1985; Schuler and Walker, 1990) ways. Brockbank (1999) conceptualises this as strategically reactive HR. Kesler (1995) considers this alignment as the partnering role of HR where HR is highly integrated with business processes. This alignment is also seen in the contingency approach of Delery and Doty (1996).