Annotated Bibliography on Strategic Human Resource Management

Running head: ANNOTATED BIBLIOGRAPHY
Annotated bibliography
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1ANNOTATED BIBLIOGRAPHY
An Aspirational Framework for Strategic Human Resource Management by Jackson, S.
E., Schuler, R. S., & Jiang, K. (2014)
Human resource management sector has a long history and tradition specific to the
strategies. In this particular article a wide explanation of strategic human resource management
was provided to focus on the multi- disciplinary nature of the field. The authors have critically
analyzed long history of around 30 years of strategic human resources theory. In doing so, the
HRM system was provided with additional value in the form of management tools and
technique. This process has leveraged a large variety of result related to internal and external
stakeholders. This particular article has supported the constant improvement of the scientific
knowledge base of the Human Resources department. It has also provided further opportunities
for thinking systematically to address the issues of several stakeholders. The conclusion of this
article has suggested about the struggle for a greater effectives in practice by solving the
problems of innovation management and environmental sustainability (Jackson, Schuler & Jiang,
2014).
In the light of this article, Clair & Milliman (2017) discussed the functions of strategic
human resource management. Strategic human resource management can be defined as the
connection of human resources with the strategic goal of the organization. It is helpful in
improving the organizational performance and developing a strong internal culture. Strategic
human resources influence flexibility, innovation and competitive advantage within an
organization. Therefore, if an organization implements strategic human resource management
then it refers to the strategic function of preparing and incorporating the organizational strategy
by means of HR activities such as recruiting, selecting and training new and existing employees.

2ANNOTATED BIBLIOGRAPHY
HRM is not much different from SHRM as both of them are connected explicitly. They
are mutually supportive of the HR interventions and therefore, most of the responsibility and
functions of HRM is shifted down the hierarchy.
Human Resource Management: Strategy, People, Performance 5th (2014) by (Kramer et
al., 2014)
This particular book has provided relevant information about the basic theory and
knowledge regarding HRM practice. It is mentioned by the authors that the upcoming trends and
issues have remarkable implications in the field of HRM. The content of the book has specially
focused on the outsourced work, impact of international economic downturn and a wide range of
diversity. The authors have explained about the main issues faced in the contemporary business
environment such as globalization, sustainability, innovation, recruiting and retaining talent. The
information in this book has specifically mentioned about the real world challenges faced by the
HR department in the region of Australia and Asia- Pacific. Current and local examples were
provided to make the content easy to understand for the readers (Kramer et al., 2014).
With respect to the above discussion, Veth et al., (2017) mentioned that a lot has been
discussed already regarding the content, application and practices of human resource
management. Scholars have also discussed about the limitations and extent of research on this
specific field. Previously there were much contradiction regarding the duties and responsibilities
of a HR manager. However, in the earlier days, the main task of the HR manager was not to look
for the welfare of the employees but to take part in active negotiation with the union members. It
has resulted in creating hurdles between the management and the employees. The employees
were left with no other option than to depend on the union members for their political and