Addressing Issues dealing with Human Resource Management

HUMAN RESOURCE MANAGEMENT 1
Addressing Issues dealing with Human Resource Management
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HUMAN RESOURCE MANAGEMENT 2
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).

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.

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.