Strategic Human Resource Management

Running head: STRATEGIC HUMAN RESOURCE MANAGEMENT
STRATEGIC HUMAN RESOURCE MANAGEMENT
Name of the Student
Name of the University
Author Note

1STRATEGIC HUMAN RESOURCE MANAGEMENT
Human resource management refers to the systematic approach towards the effective
management of work force in a specific organisation and this in turn helps the organization to
gain an advantage in the competitive market. HRM can be considered as the building block of
any organization as its main function is to enhance the performance of the employees and to
focus on the organizational policies. Strategic Human Resource Management, in addition to
the responsibilities of HRM focuses on development of both the employees and the
organization (Hollenbeck & Jamieson 2015). SHRM’s main aim is to attract, develop, reward
and retain individual employees and the organization as a whole. SHRM is another way of
approach of HRM that addresses the challenges related to the organization and contributes
directly to objectives in the long run. The primary objectives of SHRM are improving the
performance of the business and enhance a culture that encourages innovation and performs
relentlessly to achieve an advantage in competition. SHRM is one step ahead of the
traditional concept of HRM. Every organization may it be small or big has a HRM body and
the role of HR plays a vital part. I have joined as a human resource manager in a private
correctional home and the team consist of three members including me. The team consists of
payroll officer and human resource administrator and the whole team reports to the senior
management. This paper will discuss on some shortcomings of the HRM team of the
correctional home with reference to some articles.
Article 1
Summary of the Article
The article considered is a thorough discussion about the present situation of the HR
department on global aspect. The authors Dave Ulrich and James H. Dulebohn has stated in
their article that over the decades HR department has evolved and got developed from having
the functionality of maintenance and administration of lower level to getting promoted to be

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the core business functions of many organisations and to be the strategic business partner
between the companies. The whole motive of the article is to find out whether HR sector is
“there” yet. This there is described as the extent of the development of the HR section. The
author also presented a question that if the limit has been reached regarding the development
of HR then what is waiting for it in future. It was found that the emergence of HR took place
mainly because of the fact that these people always try to add value to the organisation in
terms of production and efficiency which are the basic parameter for the development of the
organisation (Vanhala & Ritala, 2016). Hence, the organisation focussed more on this section
and the emergence took place. Later in the period of post WWII, this addition of the value
was ceased towards the company which later resulted into the demotion of the group towards
handling the maintenance and administrative functions (Masud, Daud, Zainol, Rashid &
Afthanorhan, 2019). The existing inside-outside approach of HR was now confined to inside-
only approach. Again, from 1980s the transformation among the HR is felt and once again
they were seen adding the value to the organisation by indulging themselves into
inside/outside approach (Cook, MacKenzie & Forde, 2016). The prime findings of the article
is that if HR section wants to develop themselves and wish to be in one of the top controlling
sectors of an organisation then all they had to is to add value to the organisation, because
adding value to the company is the sole way to provide benefit to the company. To add value
addition to the company the most important requirement is to always develop the
outside/inside approach which benefits more to the company in reality. Once HR will be able
to benefit both sides of the stakeholders, the development of HR sector is certain (Järlström,
Saru & Vanhala, 2016).
Critical Analysis of the Article
A detailed and researched paper by Dulebohn and Ulrich lacks demerits. Intensively
researched, this paper is a good source of information and the overview of the methods HRs

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should apply is also precise. Absence of unnecessary lengthy description makes the paper
interesting to read. Graphical illustrations presented is also something worthy to be
mentioned as some detailed ideas get easily described. Good amount of references validates
the argument that authors presented and discussed. On the contradiction, in spite of
mentioning various methods, the author kept confined themselves to the discussion of one
point only. The other points are not provided with considerable amount of discussion.
Besides, all the data collected are secondary data based on the readings of the existing
journals and articles. Although the journals and articles are accepted worldwide hence, we
can say that the data presented there are authentic but somehow the primary data based on a
survey would be much better in understanding the present situation.
Relation of the SHRM with the Case Study along with its Implication
In this article the ways which can lead to a better HR management team is being said
to have an outside/inside approach that would result into the development of the stakeholders
of the organisation from both the sides. The case study where the newly appointed HR
manager identified a situation where the operation of the team is not up to the mark as it
should be can be well justified using the article. As said in the discussion of the article that an
HR management team should be well-recruited as various ideas when work for similar
interest then the outcome always becomes productive and innovative (Ladkin & Buhalis,
2016). Similarly, the main weakness of the management system in the case study is it
comprises of only three members including the newly appointed HR manager, a payroll
officer and an HR administrator. Besides the system also helps to identify another weakness
that an inside/outside approach is somewhere missing from the management team of the
organisation. Comprising of three members, the team is small enough to provide support to
the senior management as well as initiate communication with the external stakeholders of
the facility. To get the HR management team promoted to upper level it is important for the