HRM: Conventional and Alternative Strategies for Human Assets

This essay examines the critical role of human resource management (HRM) in achieving sustained competitive advantages, focusing on the complexities of managing human assets within organizations. It explores conventional approaches to strategy making, emphasizing the importance of planning, and the need for a culture of control and discipline. The essay highlights the significance of talent management, performance management, and leadership development in executing effective strategies. It then analyzes the importance of core capabilities and strategic planning in HRM, discussing how HR strategies support organizational goals and balance the needs of both the organization and its workforce. The essay also considers the challenges associated with attracting and retaining top talent, and the need for organizations to embrace change to influence employees effectively, drawing on key academic references to support its analysis.

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HRM

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Managing Human assets
Human resource is considered as a firm source for constituting sustained competitive advantages.
Human resource management includes the policies and practices which are involved in carrying
out the activities of people which includes recruiting, screening, training, rewarding and
appraising. In order to manage the people, human behavior is required to be understood by the
management with the help of a rigorous process. It is analyzed that the human resource is
difficult to manage than any other organizational resources. In order to manage human resources,
conventional approaches to strategy making require planning, ploy, pattern, position, and
perspectives (Wright and McMahan, 2011). HR is responsible for making the organizational
strategy which helps in achieving the goals and objectives. The approach which is essential for
organizational strategy is for success and stability which requires the focus on sustaining a
culture of controlling hierarchy, maintaining discipline and regimentation. In the organization,
the requirement of talent is essential for setting the goals and direction by focusing on executing
the employees. Performance management is required to concentrate on measuring and rewarding
the employees for the quantitative output goals. Leadership development is required for
enhancing the tools and skills for executing effective strategies (Taylor, et al., 2015). It helps in
management in stabling the environment effectively. The conventional strategic approach helps
in ensuring to encourage creative thinking and ideas and it also helps to enhance the interaction
and communication within the organization. It also helps in increasing the motivation and
commitment of staff and providing opportunities to employees and anticipating the
organizational change (Wright, et al., 1994).
Core capabilities are required for the competitive advantages in the organization. Strategic
planning is required by the human resource which includes understanding the process of strategic
planning for the optimum utilization of resources. It helps in ensuring to provide the HR
strategies which helps in designing the support. Strategic planning is required for monitoring the
effectiveness of the HR practices for implementing and planning the strategy of the organization.
The role of HR is to strengthen the relationship between the employee and they are responsible
for formulating the workforce strategies and determining the business functions which are
necessary for meeting the goals of the organization (Bratton and Gold, 2017). Strategy making
requires the effective role of human resources as an HR strategy is helpful for managing and

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balancing the needs of the organization and providing benefits to the employees. In strategy
making, it is necessary to consider the opinions and ideas of the people which helps in satisfying
the employees and improving their productivity. Human resources are difficult to be managed as
it requires to attract the top talent for playing the job roles and expectations (Barney, 1991). It is
necessary to manage and maintain the people for working in a group to achieve the objective.
Human resource is required to embrace the change with the ease and grace for influencing the
employees to perform the task and activities in an effective manner (Noe, et al., 2017).

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Reference
Barney, J.B. 1991. ‘Firm resources and sustained competitive advantage’, Journal of
Management, 17 (1), pp. 99-121.
Bratton, J. and Gold, J., 2017. Human resource management: theory and practice. Palgrave.
Noe, R.A., Hollenbeck, J.R., Gerhart, B. and Wright, P.M., 2017. Human resource management:
Gaining a competitive advantage. New York, NY: McGraw-Hill Education.
Taylor, T., Doherty, A. and McGraw, P., 2015. Managing people in sport organizations: A
strategic human resource management perspective. Routledge.
Wright, P.M. and McMahan, G.C., 2011. Exploring human capital: putting ‘human’back into
strategic human resource management. Human resource management journal, 21(2), pp.93-104.
Wright, P.M., McMahan, G.C. and McWilliams, A., 1994. Human resources and sustained
competitive advantage: a resource-based perspective. International journal of human resource
management, 5(2), pp.301-326.