Value of Strategic Human Resource Management (SHRM) for Organisations

Running head: HRM
HRM
Name of the Student
Name of the University
Author’s Note

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Table of Contents
Introduction................................................................................................................................2
Understanding of value of SHRM..............................................................................................2
Application of theories related to SHRM...................................................................................5
Link of balanced scorecard with SHRM....................................................................................7
Conclusion................................................................................................................................11
Reference..................................................................................................................................12

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Introduction
The human resource management field have undergone significant changes in scope,
functions as well as activities over many years. According to Noe et al. (2016), the increase
in the standard of professional maturity in the human resource field and personnel
management associated with the field can be attributed to the development of strategies
related to human resource management. According to Delery and Roumpi (2017), it is in this
regard that strategies related to human resource management can be taken into account to
understand the comprehensive nature of the organisational commitment so that important
aspects related to management and people can be covered.
The assignment analysis the value associated with the application of Strategic Human
Resource Management (SHRM) for organisations. The application of the theories that can be
related to SHRM is discussed in the assignment with focus on approaches undertaken to
validate the strategies for the behaviour of developing new strategic implementation. Along
with this, link between balanced scorecard and SHRM is made so that an understanding of
the importance of both concepts takes place with an opportunity to maintain the vision and
mission of organisations. As stated by Stewart and Brown (2019) balanced scorecard can be
defined as a management tool that can help managers to remain on track of any consequences
of an action.
Understanding of value of SHRM
Strategic Human Resource Management (SHRM) can be defined as an elusive target
that is characterised by the diversity it posses in terms of meaning as well as conceptual
status. In this case, analysis from the words of Akkermans and Van Oorschot (2018) it can
be said that the approach undertaken for the application of SHRM can be considered as
macro organisational concerns that can be related to the structure as well as culture that an
organisation have on its effectiveness. At the same time, as stated by Busco and Quattrone
(2015) the performance and the resources for future can be taken into account with the
application of business requirements as well as the management required for change.
Strategic Human Resource Management can help in encompassing the decisions as
well as actions that can be concerned with the management of the employees. According to
Hansen and Schaltegger (2016), every level of employee satisfaction and management can be

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considered as a part of the organisational culture that can help in the creation and sustenance
of competitive advantage in a business. In this regard, from the words of Kianto, Sáenz and
Aramburu (2017) it can be said that the application of Strategic Human Resource
Management in an organisation can be of value for the proper utilisation of resources as well
as gaining a competitive advantage in the market. Brewster (2017) countered that by stating
the fact, which Strategic Human Resource Management deals mostly with the HR activities
that can help an organisation to gain a competitive advantage, can be considered as
advantageous and of immense value for an organisation.
One of the values provided by SHRM is the pattern that exists in the deployment of
HR activities as well as the intension to provide an organisation with an opportunity to
achieve its goals. Lin et al. (2016) is of the opinion that the fact that every organisation
requires SHRM certified business deals could be considered as the necessity for attaining
success. In this regard, as stated by Valmohammadi and Ahmadi (2015) it can be said that for
an organisation to continue with the development of SHRM, it is necessary that it consider
undertaking an approach that can help in the affiliation of the behaviours of an organisation.
As observed by Sparrow, Brewster and Chung (2016) this can help in gaining an effort for
affecting the behaviour of an individual in an attempt to salvage strategic needs for a
business.
Another value that Strategic Human Resource Management provides is the fact that it
can help in building confidence as well as acceptance of the activities that can be undertaken
for the development of an organisation. According to Morschett, Schramm-Klein and Zentes
(2015), it is necessary that a link be made with the SHRM goals so that implementation of
strategies can be considered as safe as well as easy for organisations. Jamali, El Dirani and
Harwood (2015) stated that these strategies could help in improving the manner in which the
competitive advantage of a firm can be defined and the manner in which a general approach
can be undertaken to align the interest of the organisation with that of decisions, which are
required for business.
Therefore, as observed by Brewster, Mayrhofer and Morley (2016) it can be said that
the future direction that an organisation intends to undertake can be attributed with the
manner in which the application of the Strategic Human Resource Management can be taken
into consideration. At the same time, in the words of Busco and Quattrone (2015), another
value that Strategic Human Resource Management provides to organisations is the manner in