Strategic human resource management doc

Running head: SHRM
Strategic Human Resource Management
Name of the student
Name of the university
Author Note:

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Introduction:
Overview of the topic:
Strategic human resource management is one of the most important competitive
advantageous factors which business organizations have to attain. The aim of the research would
be exploring the importance of the SHRM through the lenses of three literary sources.
Sources being reviewed:
The three sources which would be reviewed are, ‘Desperately seeking alignment:
reflections of senior line managers and HRD executives’ by Anderson (2009), ‘Attracting and
retaining talent: Exploring human resources development trends in Australia’ by Holland,
Sheehan and De Cieri (2007) and Modify the Redefined: Strategic Human Resource
Development Maturity at a Crossroads by Mitsakis (2019).
Main themes of issues covered:
SRHM, competitive advantage, RBV, knowledge based economy
Overarching line of argument:
RBV should be substituted by knowledge based view.
Discussion:
Part 1.
Anderson (2009) mentioned that human resource development undoubtedly requires to be
strategically aligned with the business requirements of the business organizations. However, total
alignment of HRD with the business requirement is not feasible and desirable in the

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environmental contexts of some business organizations. The author in this respect mentioned
that, ‘Alignment is problematic, however, both conceptually and practically.’ The statement
of the author is of great significance in today’s business environmental contexts. Strategic human
resource management refers to the alignment of the manpower of business organizations with in
their respect business requirements. These organizations have to develop their respective human
resources by acquiring, training and mentoring their respective employees. This is because
employees at the senior management level make decisions while the employees down the
hierarchy implement the decisions. The employees are responsible for acquisition, management,
sharing and implementing knowledge, which itself is an intangible capital. The employees
interact with the external stakeholders like customers and gain information about their needs and
expectations. They then communicate the needs and expectations of the customers to the middle
level managers who ultimately communicate the information to the senior management which
ultimately incorporates the feedbacks from customers in making future decisions to the extent
possible. The employees, especially the middle and the lower level employees play crucial roles
in serving customers and ensuring their satisfaction. For example, the lower level employees
meet the customers and provide services to them. The lower level employees in the
manufacturing firms generate lead from the downstream supply chain parties like dealers and
wholesalers. The middle level managers solve the issues faced by the customers, dealers and
suppliers to the extent possible. Thus, it transpires that from the discussion that highly skilled
and competent staff members are extremely important to ensure superior market performance of
the business organizations. It also transpires that companies should adopt talent management
strategies like training and mentoring their employees to enable them perform highly in the
market. Thus, considering the fact that employee performances are empirical to performances of