(PDF) Strategic Human Resource Management
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Added on 2020-03-28
(PDF) Strategic Human Resource Management
Added on 2020-03-28
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Running head: STRATEGIC HUMAN RESOURCE MANAGEMENTStrategic Human Resource ManagementAn organisation’s HR function plays a role in the formation and implementation of businessstrategy to assist the organisation in achieving its visionStudent’s name:The name of the university:Author’s note
1STRATEGIC HUMAN RESOURCE MANAGEMENTHuman resource management basically deals with coordinating and providing directionas well as a decisional framework to human resources of the organisation. In addition, humanresource department of an organisation allocate the resources to integrate organisationalactivities and allocation of scarce resources is another function to meet the organisational visionand objectives. Human resource department does the strategic planning to develop theorganisational philosophy and environmental scanning. However, generation of resources in caseof alternatives is not available is an important part of work in achieving the objectives of theorganisation. The thesis statement of the study is to highlight HR function and role in theformation and implementation of a business strategy to assist the organisation in achieving itsvision. In the first part of the essay, concept of strategic HRM will be discussed with atheoretical understanding of the HRM practices. The help of models and literature will be takento establish the theoretical ideas in practical spheres. In the latter part, HR functions of theorganisation in strategic planning will be discussed with explaining strengths and weaknesses ofHR practices. This essay will critically highlight the HR functions in applying strategic HRM inmeeting the organisation's vision giving examples of real-life organisations.Employees of an organisation are assets through which an organisation can achieve thesuccess and gain the business vision. Strategic HRM is an application of human resource inaccomplishing overall strategy of the organisation. As supported by Jackson et al. (2014), humanresource management gives a framework to gain long-term vision of an organisation. In addition,the vision of an organisation can be defined as declaration of organisational long-term objectives,internal decision, the foresight of economic goals and strategies. Strategic HR within theorganisation helps to survival the organisation in market handling all critical situations. StrategicHR assists an organisation to enhance organisation's performance regarding economics. It helps
2STRATEGIC HUMAN RESOURCE MANAGEMENTto utilise most of the human resources effectively and adapts HR policies in accordance with thelegislation of government. Human resource management especially helps an organisation toachieve competitive advantage and controlling labour cost (Kramar 2014). On the other side, HRdepartment helps the employees and give benefits to them sharing the utilisation of resources.Strategic HR does performance appraisal, training, staffing and development of employeeswithin the organisation that gives the organisation competitive intelligence. Strategic humanresource gives importance of discipline, hiring and the collaborative manner of working andpayroll of the employees that can help an organisation to have retention, develop the skilledemployees and increase the benefits of staffs. As stated by Ulrich et al. (2014), HR model of anorganisation must connect with organisation strategy, objectives and HR goals. HR model ofDavid Ulrich defines about key responsibilities and roles of human resources. Ulrich also statedabout the process of delivering HR tasks, externally to the organisation and internally betweenunits and employees. Style of operation and change in HR process must be set by organisation’sHR and this could be act as a decision matrix in order to find the roles and responsibilities ofemployees.Theoretical aspects of strategic HRM are depended on corporate strategy of anorganisation that is formulated by managers of the organisation. This corporate strategy can beimpacted by external and internal forces. Moreover, internal environment depends on thedecision-making of the organisation and external environments are related to the government andcompetitors of the organisation. Corporate strategy is formulated to procure ultimate businessstrategy of the organisation and HR department sets the business strategy to achieve theorganisational vision and objectives (Marler and Fisher 2013).
3STRATEGIC HUMAN RESOURCE MANAGEMENTSoft and Hard model: John Storey developed the model of Hard and Soft and it statedabout the human approach in organisational management. Employees must commit to theorganisational development and human capability of the organisation can make the difference.The hard model describes the calculative business strategy and quantitative aspects of thebusiness process that is a rational way to manage organisation (Storey 2014). On the other side,soft model emphasises mainly motivation, communication and leadership within theorganisation. The hard and soft model describes that beliefs can be the most importantcharacteristic of production and it is related to the capabilities and commitment of the staff. Inaddition, strategic qualities of HRM can give a competitive advantage with dynamic nature ofthe top managers.Harvard model of HRM: Harvard model of HRM is related to four main outlines thatare related to HR policy areas.Human Resource flows: These are related to the placement, promotion, selection, appraisal,recruitment, assessment and termination. Employee influence: This one is related to the delegated levels of responsibility, authority andpowerReward system: These designs are about motivation pay systems and rewards of the employeesWork systems: This is related to the working alignment of the employees Harvard Model also considers the commitment, competence, congruence and cost-effectivenessin HR practices; these are called 4C's of HR policies (Lengnick-Hall et al. 2015). Moreover,
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