Strategic Human Resource Management: Journal Analysis Report

This report provides a critical analysis of several journal articles focusing on strategic human resource management (SHRM). The articles cover various aspects, including the impact of job analysis on organizational performance, the importance of strategic planning, and the role of human resources in achieving competitive advantage. The report also examines the influence of technology on HRM practices, the significance of talent management, and the factors affecting SHRM practices and performance. Key themes explored include the relationship between HRM practices and organizational outcomes, challenges of global HRM, and the importance of employee satisfaction. The analysis highlights the need for effective leadership, strategic planning, and the adoption of new strategies to meet dynamic market demands, ultimately aiming to improve organizational performance and gain a competitive edge.

Strategic HRM 1
STRATEGIC HRM
By Student’s Name
Code+ course name
Professor’s name
University name
City, State
Date

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C.M. Siddique (2004) Job analysis: a strategic human resource management practice, The
International Journal of Human Resource Management, 15:1, 219-244, DOI:
10.1080/0958519032000157438
SUMMARY
This journal focuses on the effect of employment analysis on performance of the
organization. The stronger relationship between job analysis and performance led to need for
proper maintenance of HR IS (information systems), HR participation in strategic planning and
emphasis on CBC (competency-based characteristics) from employees1. This article also
suggests the importance of strategic HRM to win competitive advantage. The journal presents
Uses of job analysis.
CRITIQUE
The journal covers the effect of employment analysis on performance of the organization.
The journal emphasizes on the importance of strategic planning on job analysis to enhance
1 Siddique, C.M. " Job analysis: a strategic human resource management Practice." The
International Journal of Human Resource Management 15, no. 1 (2004): 219-244.

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performance and win competitive advantage. In addition, the journal presents contribution on
developing procedures and techniques on proper maintenance of HR IS (information systems),
HR participation in strategic planning and emphasis on CBC (competency-based characteristics)
from employees. necessary for application of job related information (Siddique 2004).
The study of job analysis is important to HR to provide information on employees and
the job itself. This information is used to develop documents like job specification, job
description and performance standards2. They help HR make decision on training and
development, recruitment and selection criteria, performance appraisal, safety and healthy
requirements and compensation that match the characteristics and demand of job. For HR
activities to be effective, employees and organization must understand their job. Further, the
study should extent SHRM around globe (Amit and Shoemaker 1993).
Boselie, P, G Dietz, and C Boon. "Commonalities and contradictions in HRM and performance
research." Human Resource Management Journal 15 (2005): 67.
SUMMARY
The journal focuses on impact of managing human resources to enhance organizational
performance. The journal determined the company’s goal as an indicator of performance. This
journal provides opportunities for Organizations to understand employees expectations for a
good performance.
CRITIQUE
2 Siddique, C.M. " Job analysis: a strategic human resource management Practice." The
International Journal of Human Resource Management 15, no. 1 (2004): 219-244.

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In the world today, companies want to be more competitive in the market. This journal
focuses on the impact of managing human resources to enhance organizational performance. The
journal determined the company’s goal as indicators of performance e.g. Cost reduction,
increasing customers, market percentage, product quality, improve productivity and innovation
of product. HR is an important tool to a company and should be properly managed3. The study
presents an opportunity for organizations to realize and determine the expectations of its
employees so that they are motivated to perform. SHRM is combined with organization strategy
to enable it have workers of the right skills for the demand of the job4.
Performance of the organization is in relation to skills, attitudes and behavior of the
workers in an organization. Policies such as HR planning, selection, recruitment, training,
employer-employee relationship and compensation motivate workers. In addition, responsibility
and authority must be employed in the organization, work together and focus on all organization.
Duffy, J. Measuring customer capital. Strategy & Leadership. 2000.
SUMMARY
This journal showed the challenges of expanding businesses oversees. This journal
focused on the advantages and disadvantages of managing global employees. Further, the article
analyzed the strategic plans to use to manage this business. This article concentrated on
determining ways of mitigating these challenges
3 Boselie, P, G Dietz, and C Boon. "Commonalities and contradictions in HRM and
performance research." Human Resource Management Journal 15 (2005): 67.
4 Duffy, J. Measuring customer capital. Strategy & Leadership. 2000.

Strategic HRM 5
CRITIQUE
With globalization, organizations have seen the challenges of expanding their businesses
overseas. This study focuses on the importance of leadership and management of people globally
to enhance performance. There are limitations that hinder leaders to manage teams in different
locations. Leaders have a problem to observe and monitor their employees’ efforts and
performance, language barrier, poor network coverage for teleconferences and multitasking from
employees. This hinders general performance5. The journal determined that workers from the
lower hierarchical level are flexible to handle duties and need effective leadership.
The study provided an opportunity for companies to suggest strategic plans of operation
and have a well-defined positions and structures of the firm to ensure easy management of the
organization.
This article concentrated on determining ways of mitigating these challenges. They include;
efficient and successful management for motivation, initiate communication tool to counter
language issue and friendly environment for employee motivation.
Fynas, J.G, and K Mellahi. Global strategic management. Oxford: Oxford University Press.,
2011.
SUMMARY
This study focuses on the determining the impact of dynamic environment and its
analysis on business performance. The journal also emphasized the need for employing new
5 Fynas, J.G, and K Mellahi. Global strategic management. Oxford: Oxford University
Press., 2011.

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strategies in the market and ways of gaining competitive advantage. Further, the article focuses
on strategic models and processes in a firm.
CRITIQUE
Organizations today operate in an environment under external and internal forces. These
forces keep on changing and therefore organizations need to employ new strategies to enable
them win competitive advantage and offer direction of each department in the firm. HRM
involves the tasks in relation to recruitment, training, motivating, developing and maintaining
employee relationships in the organization. This article focuses on ways of gaining competitive
advantage as product differentiation, cost leadership and management ability, company’s
competence, skills and response to customer needs. The objective is to determine the importance
of strategic management to the firm, models and evaluation in order to ascertain managers’
ability to manage its employees for a better performance.
This article provides an opportunity for companies to analyze business environment to be
more competitive in the market and areas of strategies the company needs to focus on. Further,
the process of strategic management that involves strategic analysis, formulation and
implementation was identified.
Drucker, P. "'They’re Not Employees, They’re People’." Harvard Business Review, 2002: 70.
SUMMARY

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The journal focuses on the impact of HRM on the organization, employees and financial
outcome. The journal linked various outcomes and HRM practices. Further, the article analyzed
how HRM practices influence outcome dimensions for job satisfaction6.
CRITIQUE
The journal focuses on the impact of HRM strategy in the health sector of organization,
employees and financial outcome. The journal linked various outcomes and HRM practices. The
HR practices relates to organizational outcome to measure customer satisfaction, financial
outcome to measure net and profit margin while HR outcome to measure absence and sickness of
the employee. Further, the article analyzed how HRM practices influence outcome dimensions.
The study shows that a good job satisfaction relates to performance. When employees are
satisfied in terms of their job they behave well towards customers in terms of service. An
organization can use a reduced cost strategy to increase financial advantage by investing in
employees. The article presents some limitations as assumption that similar mix of human
resource practices will resemble all organization and the issue of sample size. Further, examining
importance of HRM practice in the health sector will benefit both PR actioners and researchers
in the business (Drucker 2002).
Conkin, D. J. "Critiquing research for use in practice." Journal of Pediatric Health Care, 2005:
183.
SUMMARY
6 Drucker, P. "'They’re Not Employees, They’re People’." Harvard Business Review,
2002: 70.

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The journal focused on the effect of HRM policy. The article also identified gaps
between HRM practice and policy on employees and organization. Further, the article discussed
the role of soft policy and importance of unions and role of HRM policy7.
CRITIQUE
The journal focused on the effect of HRM policy. The article also identified gaps
between HRM practice and policy on employees and organization the gap between HRM
practice and HRM policy negatively affects the outcomes8. Therefore, SHRM positively affects
implementation practices thus reducing the gap between them9. Unions is less effective on
outcomes. Further, the article discussed the role of soft policy and importance of unions and role
of HRM policy. The journal used HRM managers for information and this result in distorted
response.
HR functions and Managers should improve soft practice and soft policy and reduce gap
HRM practice and HRM policy. To achieve this, firms should make sure HRM functions are
effectively resourced.
The journal provides empirical and theoretical contributions to analysis on the role of HRM in
the organizations. In addition, it benefits the SHRM practice and research.
Jones, G. G Organizational Theory: Text and Cases. Englewood Cliffs. Prentice Hall., 2001.
SUMMARY
7 Conkin, D. J. "Critiquing research for use in practice." Journal of Pediatric Health Care,
2005: 183.
8 Ibid.
9 Conkin, D. J. "Critiquing research for use in practice." Journal of Pediatric Health Care,
2005: 183.

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The journal focuses on the effect of technology on HRM practices and processes. The
journal analyses the challenges and merits of technology to firms’ processes to achieve goals10.
In addition, the journal gives a chance to examine methods of improving the system so that firms
achieve their goals.
CRITIQUE
In the world today, technology plays an important role in organizations. The journal
focuses on the effect of technology on HRM. Despite its benefits, there is no clear indication of
how these new systems have helped firms to attain their goals of retaining, motivating, attracting
employees. This article presents challenges that organizations face e.g. allows one-way mode of
communication system, are passive, impersonal and exclude people who lack computer skills.
The journal also discusses the merits and challenges of using new systems. Further, the article
gives direction for practice and future research on use of technology to enhance HR processes.
The research gives an opportunity for more research to examine the impact of technology
on HR practice on achieving goals. The goals of organization include; successful recruitment and
placement, selection of talented and skilled workers and training to increase the skills and
knowledge of the staff. Therefore, further researches should enable find the role of e-HR
practice.
Guest, D. E. "Human resource management and performance: still searching for some answers."
some answers. Human Resource Management Journal 21, no. 1 (2011): 3-13
10 Jones, G. G Organizational Theory: Text and Cases. Englewood Cliffs. Prentice Hall.,
2001.

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SUMMARY
This journal outlines the effectiveness of talent management in business development.
The journal discusses how talent management is important tool for success. This journal
examines the limitations and merits of talent management as well as suggesting
recommendations for further studies11.
CRITIQUE
Business environment in the country is characterized by competition. Organizations have
invested in talents to retain the most skilled workers to facilitate performance. This journal
outlines the effectiveness of talent management in business development. Many companies have
talent programs that facilitate HR activities and enhance diversity between workers .This helps
firms to differentiate, enhance operational success and strategy execution to gain competitive
advantage12. For business success, they need to hire, attract, retain and develop talented
employees. Therefore, the journal outlines how talent management is important tool for success.
As much as talent management is effective, organizations still face challenges across the
world. The biggest challenge firms’ face is inability to implement systems that will retain and
attract talents. This article examine two problem about talent management i.e. lack of a clear
11 Guest, D. E. "Human resource management and performance: still searching for some
answers." some answers. Human Resource Management Journal 21, no. 1 (2011): 3-13
12 Guest, D. E. "Human resource management and performance: still searching for some
answers." some answers. Human Resource Management Journal 21, no. 1 (2011): 3-13

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definition and lack of model of talent management This journal examines the limitations and
merits of talent management as well as suggesting recommendations for further studies.
Bontis, N, M Crossan , and J Hullard. "Managing an organizational learning system by aligning
stocks and flows." Journal of Management Studies, 2002: 437-469.
SUMMARY
The journal focuses on the factors influencing SHRM practices and their impact on
performance. The article recommends use of strategic methods to improve performance and
improve standards13.
CRITIQUE
The continued decline of standards in the University of Nigeria has brought concern on
use of strategic methods of managing HR to improve performance. This journal focused on
determining factors influencing SHRM practices and their impacts on performance of learning
institutions. SHRM practices are influenced by funding, governing decisions, awareness of
vision and mission by employees in the HR department as well as knowledge on usefulness of
13 Bontis, N, M Crossan , and J Hullard. "Managing an organizational learning system by
aligning stocks and flows." Journal of Management Studies, 2002: 437-469.

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SHRM strategies. SHRM attracts scholarly publications, grants, awards and international
collaborations14.
Performance of the organization is in relation to skills, attitudes and behavior of the
workers in an organization. Policies such as HR planning, selection, recruitment, training,
employer-employee relationship and compensation motivate workers. In addition, responsibility
and authority must be employed in the organization, work together and focus on all organization.
The article suggests use of strategic methods to HR department in order to improve performance
and raise standards15.
Lewis, R.E, and R.J Heckman. "Talent management: a critical review." Human Resource
Management Review 16 (2006): 139.
SUMMARY10
This journal focused on strategic HRM on hospitality. SHRM does not only depend on
training and education, experience and self-interest as the only HR asset and HR function but
extends to HR departments. All decisions involve HR decisions. This journal helps firms that
make HR decisions in order to improve its SHRM16.
CRITIQUE
This journal focused on strategic HRM on hospitality. SHRM does not only depend on
training and education, experience and self-interest as the only HR asset and HR function but
14 Ibid.
15 Bontis, N, M Crossan , and J Hullard. "Managing an organizational learning system by
aligning stocks and flows." Journal of Management Studies, 2002: 437-469.
16 Lewis, R.E, and R.J Heckman. "Talent management: a critical review." Human Resource
Management Review 16 (2006): 139.