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Strategic Management Human Resources

   

Added on  2020-09-09

21 Pages4357 Words123 Views
University of Sunderland London -Faculty of Business and LawHRM 325 Strategic Management Human ResourcesSubmitted By Student Name: Awake AbabaStudent ID: 179171349Submission date: 26 March 2019Page | 1

Table of ContentsExecutive Summary...........................................................................................................2Part 1.................................................................................................................................41.0Introduction...........................................................................................................51.1 How business strategies are related to the human resource strategies..................51.2 Explanation of vertical alignment and horizontal integration across theorganization....................................................................................................................51.3 Critically evaluate, compare and contrast, the theoretical basis and models ofSHRM.............................................................................................................................91.3.1Best fit/Contingency...............................................................................................91.3.2 Best Practice/Universalist...................................................................................101.3.3 Resource Based View, (RBV).............................................................................101.4 Critically evaluates the specific HR practices of Performance Management andReward.........................................................................................................................11Task 2..............................................................................................................................142.1 Explain and critically discuss the nature and theoretical perspectives ofemployment relations...................................................................................................152.1.1Unitarist perspective.............................................................................................152.1.2 Pluralist perspective............................................................................................152.1.3 Marxist perspective.............................................................................................152.2 Identify and critically evaluate the roles of the actors within the employmentrelationship...................................................................................................................162.3 Analysis of the changing nature of employment relations.....................................172.4 Recommendations of how mechanisms of employee participation and employeevoice can contribute to improved employment relations within an organizationalcontext..........................................................................................................................182.5 Conclusion..............................................................................................................19References.......................................................................................................................20Page | 2

Executive SummaryThis paper aims to evaluate literature, models, theories and practices on HRM toprovide recommendation for businesses. The finding of this paper shows that everypeople is different from each other regarding the concepts, views, perception. The viewof Unitarism, Pluralism and Marxism has mentioned these differences. The threeperspectives provide three views that are not similar at all. However, the Pluralistperspective is very much effective in the UK businesses to create relationship withemployees. In this perspective, an organization can be categorized under severalsectional groups every group has a leader, a specific goal and specific procedure towork. It has also found that the firm has to create relationship with individual employees,labor unions, and with overall employers. This relationship can be build up by involvingthe employees in decision making and increase their empowerment, motivation andwilling to work that also requires increasing organizational performance.Page | 3

Part 1Page | 4

1.0IntroductionIn this modern era of business, strategic human resource management (SHRM) hasbecome one of the most important concepts which ensure capable employees in theorganization (Bratton and Gold, 2017). The main concern of SHRM is of improve theperformance of the employees and create a healthy human capital. It has close relationwith the organizational goals and objectives along with its performance, organizationalculture and structure. SHRM includes HR functions as a strategic partner who helps HRdepartment to recruit, select, train, and reward personnel (Brewster, 2014). Basically,SHRM focuses on HR with long run objectives. It’s not only focuses on the internal HRactivities but focuses on problem solving regarding human resource in the lone run. So,the main goal of SHRM is to improve the employee’s productivity and overall businessproductivity in the long run. 1.1 How business strategies are related to the human resource strategies Mullins (2014) stated the great relationship exists between human resource strategiesand business strategies that play significant role for organizational development.Decisions regarding the business are based on the capability of human resource of theorganization. Therefore; human resource strategy is very much important for firm’sdecision making (Bratton and Gold, 2017). The strategic human resource managementstates that employees should be valued as strategic asset of the organization which willincrease the overall performance of the organization. So, the human resource strategyand business strategy should correspond in a way that will attain the goals of theorganization and increase the profitability of the organization. Businesses develop andimplement both business and human resource strategies based on the strategies oftheir competitors in the market. 1.2 Explanation of vertical alignment and horizontal integration across theorganizationStrategy HRM depends on the uses of human resource of the organization to gain theobjectives and goal of the organization. First is a vertical alignment. In verticalPage | 5

alignment, the strategic management process is categorized by HRM. The preliminaryattempts of the organization are directing human resource which manages verticalalignment (Brewster, 2014). The prime idea of HRS is vertical fit which is related tocontingency based approach. Thus, businesses need to align different managementsystems to meet organizational goals. The strategy of a company is run according to itsgoals and objectives. The vision, mission and values of the company are directly relatedto vertical alignment. Generally an organization has some rules to achieve its goals andobjectives that must follow. Vertical alignment ensures effective uses of humanresource and meets multiple goals and objectives of an organization as a result a firmcan gain easily its success (Richards, 2018).The horizontal alignment of an organization is one kind of complement of verticalalignment. The horizontal alignment is related to HR department and management ofthe resource of the organization that is available to them and concerned within theorganization (Brewster, 2014). How a company can processes its resources andactivities planned by HR department is very important in horizontal alignment.Horizontal strategy is such a strategy where all strategies are closely related to eachother. This strategy can be suitable for hospital in case of recruitment and selection ofnew staffs. To enable a business strategy a company needs to develop effective andefficient strategies that meet the organizational goals and objectives (Richards, 2018).Page | 6

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