Strategic HRM Report: HRM Strategies for Business Success (Course ABC)

This report delves into the strategic management of human resources, focusing on the David Guest Model of Strategic HRM and its application in aligning people resourcing with both HRM and business objectives. It examines how the model emphasizes the importance of treating employees as valuable assets and developing flexible policies to enhance individual needs and organizational performance. The report also discusses the resource-based view of strategic HRM, highlighting how effective recruitment and selection policies contribute to competitive advantage. It critically evaluates these policies, emphasizing the need for transparency, objectivity, and attractiveness to attract and retain skilled employees. The report stresses the significance of providing a healthy work environment, employee appreciation, motivation, and training programs to foster employee retention and achieve strategic business goals. The report concludes by emphasizing the crucial role of effective organizational culture and structure in influencing employee engagement and overall business practices.

Strategic Management of
Human Resources
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TABLE OF CONTENTS
Question 2: Discussion about the David Guest modal of Strategic HRM and how people
resourcing function can be strategically managed to HRM and business objectives......................3
Question 3: Discussion of appropriate resource based view of strategic HRM and critically
evaluate recruitment and selection policies.....................................................................................4
References........................................................................................................................................6
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Question 2: David Guest Model of Strategic HRM and the way in which people resourcing
function can be strategically managed to HRM and business objectives
Human resources play a significant role in each and every organization. It helps to firm in
surviving the business activities and functions for achieving strategic goal and objectives.
Strategic human resource management is the practice of developing, rewarding, attracting,
motivating and retaining employees for the benefit of both organization as well as individuals. In
the year 1987, David Guest Model shows a model of HRM which has developed for improving
the organization's human resource management (Berman and et.al, 2015). According to this
model, HRM is linked with strategic management of business enterprise and it focuses on the
needs of individuals rather than the collective workforce. As per the views of this model, people
are considered to be the valuable assets of firm which if effectually utilized by the firm, ratio of
success increases. Also, its main interest is that organization should develop flexible policies and
practices for individuals. Furthermore, it is linked with the high performance and effective
management of human resources in the organization. Through this, company can be able to know
effective practices and policies in order to manage the personnel for achieving strategic goal in
an appropriate manner (Jamali, El Dirani and Harwood, 2015). Stated model indicates that
individuals should be treated in such a way in the firm that they can feel themselves to be valued.
Main objective of this model is to attract and retain high quality workforce and to manage
changes and innovation within company. HR manager can develop effective HRM practices in
the organization by adopting appropriate human resource policies (Barney and Hesterly, 2015).
In order to increase the employees retention HR manager should use various activities in
the organization such as providing healthy working environment to employees. Furthermore,
he/she should provide appreciation to employees for their effective performance so that
employees can be encouraged for higher productivity and profitability. Through applying this
model, manager needs to focus on providing motivation to individuals by using different
financial and non-financial tools such as rewards, compensation, bonus, incentives and
promotion (Yorio, Willmer and Moore, 2015). These practices help company in retaining
employees in business for the long term. Another tool for retaining personnel in company is
organizing training and development programs. Through this function, HR manager helps to
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increase the skills and knowledge of employees so that they can perform effectively and
efficiently at workplace.
As per the assumptions of Guest Model, company should allow employees for open
communication with all departments so that they can share their views and opinions related to
the workplace. By providing effective communication channel, firm can be able to know actual
conflict situation of employees related to workplace and also, to find appropriate ways for
resolving them (Chen, Delmas and Lieberman, 2015). Hence, in order to achieve business
strategic objective, organization can be benefited by using these practices. Another way to retain
employees in company is to organize health welfare programs and event so that it can build a
strong and healthy relationship with employees. Effective culture and structure of organization
also affects the employee’s interest in business because they defines firm's working environment.
Thus, company should apply an effective culture and structure for the attainment business
practices.
Question 3: Discussion of appropriate resource based views of strategic HRM and critically
evaluating recruitment and selection policies
 In context of strategic human resource management, resource based view is based
on the idea that effective and efficient tools of all useful resources help organization in
determining its competitive advantage. It is useful to develop the competency in firm to
perform in a more effective way in front of rivals. Main objective of resource based view
is to identify the firm's potential key resources. With the help of this strategy, company
can know their strengths and weaknesses so that gain profitability and success can be
gained (Haas, Natter and Vezzoli, 2016). This resource based view analyses the value of
recruitment and selection process in organization so that it can gain skilled and
knowledgeable employees in company. Recruitment and selection is the process of hiring
and selecting most suitable candidates within company for fulfilling the set objectives
and success of business. This is the process by which firm can select the capable
candidates who can contribute effectually in accomplishment of the assigned tasks. For
fulfilling this purpose, business enterprise needs to develop appropriate policies of
recruitment and selection so that it can select right individuals for the right job and at the
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right time. Recruitment and selection policy is a statement of principles with outlining the
way in which business should conduct its process (Galinsky and et.al., 2015). Aim of
such policy is to ensure that a transparent and unbiased recruitment and selection process
is followed. HR manager needs to build the policy which should be beneficial for
company's growth and success. Policies must be in descriptive and specific manner which
candidates can easily understand. It must define the job title, location of job, grade of job
and main purpose of the position.Also, job policy must be person specified which
includes the details of skills, experience, abilities and expertise that is required to
accomplish job so that individuals can fulfill the requirement of company (Goldhaber,
Grout and Huntington-Klein, 2015).Policy must be objective oriented that means it
should clearly define the required qualification and skills in the vacancy of company
which helps to attain success.
 If company has provided online recruitment and selection program, HR manager should
regularly update their company’s profile.Apart from that, policy must be true and
rational. It should not include any wrong or meaningless content related to the job.
 Company’s policy should be attractive for candidates. It must include the standard and
effective package. HR manager should build the policy which includes extra bonus and
incentives for employees (Recruitment and Selection Policy, 2016).
REFERENCES
Books and Journals
Berman, E. M. and et.al., 2015. Human resource management in public service: Paradoxes,
processes, and problems. Sage Publications.
Jamali, D. R., El Dirani, A. M. and Harwood, I. A., 2015. Exploring human resource
management roles in corporate social responsibility: the CSR‐HRM co‐creation model.
Business Ethics: A European Review. 24(2). pp.125-143.
Barney, J. B. and Hesterly, W., 2015. Strategic management and competitive advantage
concepts and cases. Pearson.
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Yorio, P. L., Willmer, D. R. and Moore, S. M., 2015. Health and safety management systems
through a multilevel and strategic management perspective: Theoretical and empirical
considerations. Safety science. 72. pp.221-228.
Chen, C. M., Delmas, M. A. and Lieberman, M. B., 2015. Production frontier methodologies and
efficiency as a performance measure in strategic management research. Strategic
Management Journal. 36(1). pp.19-36.
Haas, H., Natter, K. and Vezzoli, S., 2016. Growing restrictiveness or changing selection? The
nature and evolution of migration policies. International Migration Review.
Galinsky, A. D. and et.al., 2015. Maximizing the Gains and Minimizing the Pains of Diversity A
Policy Perspective. Perspectives on Psychological Science. 10(6). pp.742-748.
Goldhaber, D., Grout, C. and Huntington-Klein, N., 2015. Screen Twice, Cut Once: Assessing
the Predictive Validity of Teacher Selection Tools. Society for Research on Educational
Effectiveness.
Online
Recruitment and Selection Policy. 2016. [Online]. Available through:
<http://www.ucl.ac.uk/hr/docs/recruitment.php>. [Accessed on 11th August 2016].
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