Strategic Human Resource Management

STRATEGIC HUMAN RESOURCE MANAGEMENT
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STRATEGIC HUMAN RESOURCE MANAGEMENT
Introduction
This paper addresses the recent call to put employee welfare back into the
forefront of research for high performance work systems (HPWS) by examining
the impact of HPWS on key parameters of work-related effects, such as work
engagement, emotional exhaustion, and job satisfaction (Zhang, Zhu, Dowling,
and Bartram, 2013).
Detailed Analysis
After researching in HR literatures, some HRM practices give
organizations the opportunity to perform better by attracting, motivating, and
retaining a range of highly committed human resources. Academics believe that
there are two models of HRM practices: the control model and the commitment
model. The name of the proposed control model is to reduce direct labor costs or
improve efficiency through the definition of strict labor rules and procedures.
Strict surveillance is seen as an effective tool for managing the workforce. The
intent of the commitment model, on the other hand, is focused on how to increase
the employees' psychological relationship to a concurrent goal by creating the
desired attitudes and behaviors of employees. The commitment approach of
employee development, participation, and long-term orientation is seen as a key
tool for increasing human resource productivity and positive outcomes.
Commitment rather than the control model of HRM practices should serve as a
source of competitive advantage by increasing the workload and motivation of
employees within an organization. (Chaudhuri, 2009).

Presently we are talking much about high performance work systems
which adds value when it helps us to understand which work systems perform in
which contexts and why. Adding value to the linkage chain within HRM's "black
box" will also help us to evaluate issues of reciprocity and sustainability in the
employment relationship (Boxall, 2012).
We can analyze the main cause of absenteeism and high turnover in such a
critical work environment such as healthcare industry. Absenteeism takes place
when employees do not turn up at work when they are supposed to be present.
Absenteeism may be either voluntary or involuntary. Involuntary absence is
beyond the employee’s control; genuine reasons like accidents, personal illness or
family necessities. Voluntary absence is under the control of the employee which
happens when there is a negative energy flowing in the employee’s mind and this
is because of factors such as lack of job satisfaction, poor working environment
and other issues. If such absences become a matter of habit, they will have a
serious negative impact on a company’s operations and, ultimately, the
profitability will be affected (Emery. 2010).This can be corrected by the change in
management policy to improve work environment, to give incentive to quality
work and improved wages, to implement different HR practices to involve the
employees with the organization culture like organizing meetings, quality circles,
and holding job enrichment trainings. Since the healthcare industry is fast
changing, seminars can be organized and the healthcare professionals should be
encouraged to attend them. Next my point is that the organization will succeed
because of the overall performance of its workforce. For that we have to depend