Addressing Issues dealing with Human Resource Management

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This article discusses the importance of strategic human resource management in achieving long-term business goals. It explores different models and strategies, such as the Fombrun, Harvard, Guest, VRIN, and Porter's generic strategy, and how they contribute to sustainable competitive advantage in SHRM. The article also highlights the significance of workforce diversity in achieving competitive advantage.

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HUMAN RESOURCE MANAGEMENT 1
Addressing Issues dealing with Human Resource Management
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Introduction
Strategic human resource management is one of the best parameters that play a vital role
in the field of business and management (Rees and Smith 2017). Moreover, when it comes to an
approach that is related to managing various aspects of human resource, adequate
implementation of strategic human resource management will be able to strongly support quite
some long term business goals together with the outcomes (Marler and Parry 2016).
Additionally, it puts much focus on most of the resourcing issues that are based on long term
operation most so the ones that are attached to the goals of a given organization together with the
entire condition of the work that is being carried out within a given work environment. Also,
human resource management is capable of informing quite some HR strategies within a given
period (Konrad, Yang and Maurer 2016). Some of these HR strategies include things like reward
within an organization, the performance of various employees (Zehir et al. 2016). It can even go
as far as determining how these strategies are always integrated right into the overall business
strategies of a given organization (Kianto, Sáenz and Aramburu 2017).
The appropriate business strategy clearly describes the way a given organization creates
some form of value through the implementation of a good number of business models (Jha and
Kumar 2016). Various organizations should, therefore, be able to come on board and manage
both the employees and customers within a planned, adequate and coherent kind of framework
that will be able to reflect all the strategies associated with the entire business (Wright 2018).
This aims towards ensuring that various aspects of individual management are capable of
working together to develop quite some performances together with behaviors that are required
for an appropriate distribution value (Morgeson et al. 2013).
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HUMAN RESOURCE MANAGEMENT 3
Comprehensive strategies of human resource management
Nearly every plan for human resource management is essential for the scaling up of every
organization. The Fombrun, Tichy and Devvanna model of human resource management is
known to have the capability of clearly emphasizing on the interrelation of various parameters
within the boundaries of SHRM together with the coherence of a good number of human
resource activities (Brewster, Chung and Sparrow 2016).
How the model will help the company to attain sustainable competitive advantage in
relation to SHRM
This model is known to have the capacity of ignoring any form of stakeholder interest
that might be associated with SHRM together with quite some situational factors associated with
SHRM thus achieving sustainable competitive advantage. According to Lasserre (2017)
sustainable advantage can be attained through this model by expressing the coherence of quite
some internal HR policies along with the advantage of appropriately matching them to a more
reasonable external business strategy. According to Allui (2016) sustainable competitive
advantage can also be implemented through involving various employees in most of the
operations. SHRM in relation to the Formburn model is associated with a more advanced human
resource circle that involves ether, selection, rewards and even developments that aims towards
increasing the performance of the entire organization (Bailey et al. 2019). This will, therefore,
ensure that all the sustainable competitive advantages are attained in real time within the
boundaries of SHRM.
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HUMAN RESOURCE MANAGEMENT 4
Harvard model of SHRM
DeCenzo, Robbins and Verhulst (2016) states that the Harvard model of human resource
management is known to have a good number of essential issues that aims towards scaling up
various situations related to SHRM thus ensuring that sustainable competitive advantages are
attained appropriately. Additionally, Werner (2014) also postulates that the model includes quite
some stakeholders that are capable of clearly defining a good number of SHRM policies; various
situational factors together with the interests of the stakeholders are capable of adequately
influencing all the rational resource management policies.
How Harvard model will help to attain sustainable competitive advantage in
relation to SHRM
They usually include some of the core human resource activities, for example, the reward
systems and even the recruitment strategies. According to Morgeson (2013) he postulates that
sustainable competitive advantage can always be attained when there is an adequate performance
within an organization, all the SHRM policies lead to the emergence of positive sHRM results
that mainly include both commitments together with competence. Konrad (2016) states that to
ensure a sustainable competitive advantage, the Harvard model will involve quite a number of
stakeholders in various operations within the department of SHRM thereby providing
appropriate recommendations on how best the performance can be scaled to ensure competitive
advantage. According to Delery (2017) sustainable competitive advantage can always be attained
through appropriate implementation of various ethical considerations.

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HUMAN RESOURCE MANAGEMENT 5
Guest Model of SHRM
Through the guest model of SHRM, various human management practices can be
developed appropriately to meet the desired outcome that favors the SHRM department.
Different human resource personnel who originated from various parts of the universe decided to
come with a variety of thoughts and opinions regarding human resource management within a
given organization. On the other hand, they also came up with different models, theories and
even working principles associated with human resource management (Haddock-Millar, Sanyal
and Müller-Camen 2016). At the same time, it is clear beyond any reasonable doubt that they
that the basic motto dealing with human resource management universally is the same. Lasserre
(2017) states that the guest model relies on the perception that the personnel management within
a given organization is different from the available resource management. One of the main
reasons as to why Guest came up with this kind of model is due to what he analyzed on the
observation of various aspects of human resource management. This was carried out in terms of
two different respects that are known as hard and soft.
How the Guest Model will help to attain competitive advantage in relation to SHRM
Guest model ensures appropriate handling of various resources attached to a given
organization thus giving it an adequate performance in terms of achieving quite a number of
competitive advantages in the market. According to Marler (2016) sustainable compettaive
advantage is an essential pillar that can only be achieved through appropriate utilization of
various resources.DeCenzo (2016) sustainable competitive advantage can be achieved by
appropriate handling of various resources. On the other hand, this model appears to be flexible
when it comes to performing various tasks that are attached to the entire organization. According
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HUMAN RESOURCE MANAGEMENT 6
to Cherkesova (2016) being flexible in various organizational performances can help achieve
sustainable competitive advantage. Additionally, this model works hand in hand with SHRM and
whenever it experiences various issues, there is a high probability that the condition of SHRM
within the organization is also capable of falling to negatives levels that can even affect the
performance of the whole organization.
VRIN Frame Works in relation to SHRM
Birger (1984) came up with one of the unique resources based view. It was majorly
developed as a basis that majorly aims towards determining the competitive advantage of a given
firm specifically the one that primarily lies in the known application of a given combination of
valuable resources at the disposal of that very firm. This is one kind of influential theory that has
even gone ahead to become the basis of quite some frameworks with the main one being the
VRIN frameworks that is also known as the VRIO frameworks. According to the theory of
Wernerfelt, a business can be best described as a combination of various forms of resources.
Moreover, companies tend to differ depending on what is entailed in these resources together
with how they are combined. When talking about resources of a particular business, they are
known to include the following; various assets, attributes, the capability of a given company and
even information that is connected to a particular business or even organization. Not all the
resources associated with a given business are known to be a relevant bust instead certain types
of resources are known to have the capability of providing the entire industry a very competitive
advantage.
How the VRIN Framework helps to attain Sustainable competitive advantage within
the organization in relation to SHRM
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HUMAN RESOURCE MANAGEMENT 7
According to Voegtlin (2016) this framework is one of the most significant parameters when
it comes to the evaluation of multiple remedies within the SHRM boundaries. On the other hand,
the model therefore helps in the identification of quite a number of problems that might be
existing in the department of SHRM thus providing one of the best opportunities to implement
various types of strategies that aims towards helping in various operations. Moreover, it is
always combined with the other forms of analytical techniques with the intention of providing
the top management team with a more detailed view regarding how best they can scale up the
operation of their business. This further leads to the achievement of adequate and reliable forms
of competitive advantages. Brewster (2016) states that sustainable competitive advantage can be
achieved by enabling an organization to focus on unique characteristics that will make it appear
different from the rest of the organizations thus building a good reputation through appropriate
performance thus achieving competitive advantages in real time. Konrad (2016) postulates that
sustainable competitive advantage can be fully attained by involving both the employees and
customers.
Porters Generic Strategy in relation to SHRM
Porter’s generic strategy helps to strengthen issues that are related to strategic human
resource management, thus acting as one of the best methods of gaining competitive
advantages. The cost of leadership is quite significant under this strategy. Moreover, there are
two meaningful ways of how an organization can be able to attain the value of
administration. Firstly, an organization can be able to increase its profits through what is
known as the cost reduction and even going as far as charging average prices for the entire
industry (Cherkesova et al. 2016). On the other hand, the organization should adequately
increase its market share by charging lower prices that are connected to various goods and

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HUMAN RESOURCE MANAGEMENT 8
services. This leadership strategy fully involves being a reasonable leader as far as cost is
concerned within the industry (Reiche et al. 2016). Porter's generic approach also contains
what is known as the differentiation strategy that involves making all your products and
services to appear different and be able to attract customers compared to those produced by
the organization.
How Porter’s generic strategy helps to organization to attain sustainable
competitive advantage in relation to SHRM
Porter's generic approach encourages the implementation of what is known as focus
strategies that allow multiple organizations to concentrate on a particular type of market
fully. Collings (2018) says that sustainable competitive advantage can be attained by having
a perfect understanding of all the dynamics that are related to that market together with the
unique needs of various customers that are found within the boundaries of the same market.
Moreover, it enables the organization to scale up its profit through adequate cost reduction
techniques thus achieving sustainable advantages in real time. According to Allui (2016)
postulates that sustainable competitive advantage can be attained by following various rules
and regulations in an adequate manner. Cherkesova (2016) clearly states that sustainable
competitive advantage can be best attain by appropriate consideration of various key
performance indicators. Cherkesova goes further to state that in order to come up with one of
the most adequate and reliable sustainable competitive advantages, there needs to be an
understanding of how various parameters within the organization are capable of relating with
one another thus avoiding any cases associated with confusion within the boundaries of
SHRM. This strategy enables the implementation of one of the best and reliable SHRM
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HUMAN RESOURCE MANAGEMENT 9
strategies that are capable of offering an adequate guidance of what should be done in order
to obtain a good number of objectives within the stipulated time frame.
Work force Diversity strategy of SHRM
Workforce diversity strategies bring on board quite some strategic human resource
management issues that can be appropriately implemented within a given organization
various forms of competitive advantages that will be sustainable and can be used by the
How the model helps to achieve sustainable competitive advantage of the company
in relation to SHRM
This is a strategy that majorly aims towards scaling up a given number of minorities
together with individuals originating from different backgrounds who are known to be
working for a particular business Increasing diversity within the through an adequate
implementation of quite some diversity strategies not only helps the public perception of a
given business bust also has the capability of proving essential to success within a given
global society (Bettis et al. 2014). This strategy will ensure that appropriate and reliable
SHRM is adequately handled through the implementation of quite a number of rules and
regulations that are essential and can be easily understood by everyone within the
organization.
On the other hand, some of the differences that are likely to emerge on board as a result
of diversity can lead to the emergence of quite some creative ideas. According to Obeidat
(2016) In order to achieve competitive advantage, any business must entirely have
commitments from its owners together with the top management officials to adequately
diversify the entire labor pool. This, therefore, makes it easier to get all the employees on
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HUMAN RESOURCE MANAGEMENT 10
board. According to Voegtlin (2016) sustainable competitive advantage can be achieved by
understanding the operations in an organization. Moreover, a given organization should
always have a plan that is associated with increasing diversity at the same time the
organization should continue to invest within the boundaries of difference even after it has
attained a diverse kind of workforce. Konrad (2016) states that in order to attain sustainable
competitive advantage, nearly every business that comes on board to implement workforce
diversity strategy should first focus on the diversity that is attached to its staff members and
be able to see whether it reflects the consumer base of the company.
Analyzing the Findings and Gap related to the previous situation
From the above discussion, it is clear that strategic human resource management has the
potential of changing the face of a given organization when it is appropriately implemented.
Moreover, in as much as various individuals have got different perceptions regarding these
comprehensive strategies, they all tend to end up with one meaning that can be clearly
understood by everyone(Jabbour and de Sousa Jabbour 2016). The gap that is related to the
discussion mentioned above is that a good number of the HR managers do not have an
adequate idea concerning the comprehensive strategies and how best they can be put into
action thus leading to the emergence of various forms of adverse outcomes within multiple
organizations.
Conclusion
It is therefore clear beyond any reasonable doubt that strategic human resource
management forms the pillar of a given organization most so when it comes to the development
together with an understanding of one another on how best these strategies can be implemented

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HUMAN RESOURCE MANAGEMENT 11
to attain the desired outcome within a specific period. Various organizations have been able to
scale up most of their operations as a result of these strategies thus making the top management
officials have a perfect understanding of both the customers and employees during the
implementation process. Through these strategies, human resource managers tend to understand
correctly what should be done thus putting the organization on the right channel as far as
attaining various goals and objectives are concerned. Those who have been able to implement
strategic human resource management within their respective organizations correctly have
emerged as role models to different personalities together with several other organizations thus
making them attain positive goals that are set to bring a lot of changes in the society. All these
comprehensive strategies will continue to gain popularity across different groups thus moving to
greater heights in the coming future. This will ensure that a good number of operations are
correctly carried out without encountering any barrier. On the other hand, the rationale that is
associated with human resource management appears to be an added advantage of having more
reasonable conditions of understood basis that are always essential for various forms of
developing approaches. It brings a clear understanding of how a given number of critical issues
or even success factors that are attached to various personalities can always be addressed. One of
the most fundamental aims of strategic human resource management is to adequately generate
some reasonable and reliable strategic capabilities (Collings Wood and Szamosi 2018). It does
this by ensuring that a given organization is capable of having the required skills, fully
committed and even a well-motivated group of employees that it requires to achieve quite some
future goals in real time. When an individual or even an organization is considering some of the
aims that are brought about as a result of strategic human resource management, it is of much
importance to consider how some of the HR strategies will take into account the interest of every
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HUMAN RESOURCE MANAGEMENT 12
stakeholder who is attached to be organization. Generally, the employees are important as the top
management officials of an organization (Vardarlıer 2016). Coming up with soft strategic forms
of human resource management will always lead to a greater emphasis regarding the relations
aspects of individual management, continuous forms of development and even communication.
Any condition dealing with strategic human resource management needs to involve perfect
ethical considerations of various situations to ensure that the operations of a given organization
are capable of running smoothly without any barrier being experienced. This, therefore, leads to
the achievement of proper and reasonable balance that normally exists between the hard and the
soft elements (Delery and Roumpi 2017). Nearly every organization exists with a major aim of
achieving a specific purpose in its operation, Due to this, all of them must, therefore, ensure that
they attain all the required resources to do so and be able to come up with the desired outcome
that is full of positive changes.
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HUMAN RESOURCE MANAGEMENT 13
References
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Cherkesova, E.Y., Breusova, E.A., Savchishkina, E.P. and Demidova, N. (2016).
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HUMAN RESOURCE MANAGEMENT 14
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