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021407 - Strategic Human Resource Management

   

Added on  2020-03-01

6 Pages1622 Words21 Views
Running Head: SHRM 1Strategic Human Resource Management

SHRM2Introduction Strategic Human Resource Management (SHRM) is a process of enticing, enhancing and retaining the human resources for the advantage of both individuals and organization as well. Strategic human resource management is directly or indirectly linked with the performance and competitive advantage of the organization (Ployhart and Moliterno, 2011). This paper includes the discussion about how strategic human resource management helps an organization in gainingcompetitive advantage against its competitors. In order to discuss this topic, following is the annotated bibliography to analyze the impact of SHRM on firm’s performance and competitive advantage in today’s business environment. There are four articles from different authors, which are used to discuss this issue. The discussion of each article includes the purpose of study, main points of the article, and further it consists of the findings of the articles. All the articles are relevant to the given topic and state different views of different authors. Annotated Bibliography Cania, L. 2014, The Impact of Strategic Human Resource Management on Organizational Performance, Economic Seria Management, Volume 17, Issue 2. The major purpose of this article is to focus on the impact of strategic human resource management in attaining a better performance of organization. In this article, the study was conducted on the basis of primary sources. Author states that human resource management is very important for an organization to stay competitive in the market by attaining its performance indicators. In addition, it states that by improving and enhancing the skills, behaviors and attitudes of human resources, the organization can attain its expected performance and competitive advantage against its competitors. It defines the relationship between strategic human resource management and competitive advantage by defining the role of SHRM for organizational performance. The article found that strategic human resource management is used for getting effective outcomes from individuals, teams and organization as whole. In this process, the organization can develop this process by planning goals and objectives, setting required standards and developing some core competence requirements. Furthermore, it states that effective use of knowledge, competencies and skills of employees will make it possible to attain organizational

SHRM3performance and competitive advantage. This source is relevant and reliable, as it provides a roper research on the given topic. Delery, J.E. and Roumpi, D, 2017, Strategic Human Resource Management, Human Capital and Competitive Advantage: is the Field going in Circles, Human Resource Management Journal, Vol. 27, No. 1. The objective of this article is twofold with the stiffness between human capital and Strategic Human Resource Management. The author started with a short review of the conceptual logic connection of management of HRM practices and firm outcomes. Thus, the final goal of this article is emphasize on the argument between SHRM and human capital research in relation to treatment of resource based firms. The article includes a model, which recommends that practices of human resource management are not just pillars, which makes the firm able to attain sustainable competitive advantage as many of the human capital assumes. In contrast, the article found that human resources management processes can assist to the competitive advantage of firm not only by improving the ability of employees and providing opportunities and motivation, but also by building demand-side and supply-side flexibility restraints. This article is totally relevant to the given topic, as it states the importance of strategic human resource management inenhancing the strategic performance and competitive advantage of a firm in today’s competitive business environment. Jalagat, R.C, 2016, A Critical Review of Strategic Human Resource Management and Organizational Performance, Global Journal of Advanced Research, Vol. 3, Issue-10. The major purpose of this article is to analyze the considerable relationship between organizational performance as an element of competitive advantage and high performance working system as a major element of strategic human resource management. Furthermore, this article studies the link between business strategy and human resource strategy. The findings of the article supported that the relationship between both the elements and performance of organization in both the financial and non-financial terms. In this article, the author states that the human resource strategy of the company should be linked with the business strategy, becauseit assists in satisfying the customers and maintaining the commitment and dedication of customers for the firm to gain sustainable and successful competitive advantage. It indicates that

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