How Strategic HRM Strategies Accomplish Business Goals - Essay Example

Strategic Human Resource Management Name Institution Course Tutor Date Introduction The development on the Human Resource Management (HRM) sector emphasizes the involvement it can provide towards the success of an organization and emphasizes on HRM being an important part of business strategy (Schuler and Jackson, 2007). Emergence of Strategic Human Resource Management (SHRM) is as a result of those efforts. SHRM is mostly concerned with the integration of HRM into organization strategy plus adaptation of HRM at all organizational levels. Strategic human resource management is an evolving process which is studied and talked about by scholars. It is characterized and associated with other features of the business set up. Basically, SHRM is the systematic linkage of people and the organization; in a more specific description, it is the integration of the HRM objectives into the organization objectives that promote flexibility and innovation. This essay will discuss an overview of Strategic human resource management and the challenges faced by human resource managers. Discussion HR strategies are basically the programs and plans that tackle and solve basic strategic issues that are related to the organizational management of the human resources. They emphasize on the configuration of the company’s human resource policies, programs and practices with organization and strategic business element policy. SHRM therefore relates organization strategy and HRM in additional, focuses the incorporation of human resource with the organization and its environment (Boxall and Purcell, 2008). The integration between the business strategies and HRM contributes to successful management of the human resources, enhanced business performance in addition to the business success. According to Boxall and Purcell (2008), Strategic HRM is concerned with elucidating how human resource management influences company’s performance. Boxall and Purcell also specify that strategic plans are not the same as strategy. Strategic planning is the recognized process that happens, especially in large companies explaining how things should be done. Nevertheless, strategy exists in all businesses although they may not be clearly expressed (CIPD, 2010). However, Human resource managers face different challenges when integrating HRM into the organization objectives and adaptation of HRM in all levels of the organization. The first challenge that HR managers face is the political factor, these are the effects caused by the government policy. Although the government policy is sorted out through legislation, it includes all the legal element in this analysis which includes taxation policy, government regulation and government stability (Ananthram & Chan, 2013). There are numerous laws concerned about with the equal opportunity to employment in any organization; they have to put into consideration candidates for selection and recruitment, regardless of gender, age, religion and race (CIPD, 2010). Keeping away from any of those criteria translates to discrimination which has very serious negative effects that are capable of causing damage to the company. Laws formulated for safety and health at place of work have been forced and it’s compulsory for organization to comply so as to provide a working environment which is safe. As a human resource manager, you need to consider the above aspects in depth and it is your role as a HR manager to be concerned with these issues. There are numerous amendments that are made to the regulations with time. Additional regulations for human resource are concentrated around issues like fair competition, fair dealing with workers, taxation and pay rates (Ananthram & Chan, 2013). The laws affecting these issues change with time and also with the change in government too, and managers should always be ahead in regards to any laws that affect human resource. The second challenge for managers in human resource is the diversity management, particularly to managing varying prospects in the place of work. Ananthram & Chan (2013) in their globe study societies with higher levels of gender equality tend to advocate for equal employment opportunities in addition to affirmative action as compared to the societies with low levels of gender equality. In relation to this, equal employment prospects, which form part of organization laws in some countries, may prove to be hard to implement in other nations. Increased cultural differences also contribute to difficulties and conflicts in cross cultural communication (Ananthram & Chan, 2013). Disparities in prospects and communication techniques between immigrants and the indigenous employees plus managers may also bring conflicts at the workplace (Forstenlechner, 2010). Challenges in communication can be aggravated by the manner in which people interact. Distinct characteristics are taken to be obvious for people emanating from low context society; for instance, the use of reasonable, action-oriented and unequivocal communication approach. On the contrary, individuals from high context society call attention to non-linear, process oriented and non verbal style of communication (Ananthram & Chan, 2013). Effective communication facilitation of global teams is a challenge under diversity management. With the emergence of technology in communication, it is achievable to organize meetings and impart information worldwide any time (Kapoor, 2011). Nevertheless, different mind-sets concerning suitable time of the work may bring about challenges in logistics. It is believed that the use of virtual globe teams is an effective mode of communication; this can be hindered by challenges brought about by cross cultural differences (Graf, Koeszegi, & Pesendorfer, 2010). For example, absence of physical contact possibly will influence the building of trust, essential in particular societies to assist decision making. Focusing on global virtual teams in terms of cultural dimensions, different team members differ in perception and expectations from culture to culture. For example, members of American culture who are high in individualism do not think it necessary to include all team members as compared to members of the Dutch society who value collectivism so much (Kapoor, 2011). Besides, message misunderstanding may arise due to absence of visibility of non-verbal signal that are significant in high context cultures. Therefore, there is a necessity for HR managers to pay attention on the welfare of the expatriate in a move to capitalize the accomplishment of global assignment (Ananthram & Chan, 2013). The third challenge facing HR managers is the retention of employees. Employee retention refers to the process where the employees are given confidence to stay with the company for the greatest period of time otherwise until they complete their projects. In recent times, employees are diverse and have several chances and as soon as they become unsatisfied with the present jobs they hold, they within no time move to a different job where they feel satisfied (Ananthram & Chan, 2013). Even with these challenging economic situations, most of the employers are experiencing the predicament with the retention/withholding of their employees, especially the professionals and the managers being the majority that are hard to retain (CIPD, 2010). Companies that are devoted to retaining their staff in order for them to profit from their expertise and skills at the same time as the financial system improved commonly took appropriate steps to increase their staff retention. According to a survey conducted by CIPD (2010), the most regularly method used as a strategy to retain employees included increased opportunities for education and growth (47%), increased remuneration (42%), making improvements to the company’s orientation plan (45%), and improvements in their selection procedures (42%). However, improving the HR expertise of line managers can also be a successful method of employee retention. Organizations need to use different techniques, especially the younger generation fond of quick access to information knowhow and a working corporate social responsibility (CSR) in a move to motivate and encourage them to stay and work for your organization at the same time additional stretchy approaches to work are considered necessary for older employees (CIPD, 2010). Conclusion In conclusion, this paper has discussed about SHRM and what it entails and the extent to which different HRM strategies help in the accomplishment of the Organization objectives. HR managers are in a position to plan for possible growth and respond to any transformation that may occur. SHRM helps organizations to entirely make the most out of their employees and create authentic improvement more than their competitors (Kapoor, 2011). This advantage only happens when a company has operational HR strategies and policies which are parallel with the organization goals so that the company has the perfect human capital. The paper also highlights some of the problems encountered by HR managers in daily operations. Providing a good remuneration for the employees and having good training methods will help retain employees and give them morale to do their job efficiently. The managers should also be conversant with the existing government policies and regulations and should be always be ahead in issues regarding the laws and policies (Kapoor, 2011). The HR managers also have a duty to provide a level playing ground for all employees regardless of their culture and beliefs. The above solutions can help the managers overcome the challenges highlighted in this paper. References Ananthram, S. & Chan, C. (2013). Challenges and strategies for global human resource executives: Perspectives from Canada and the United States, European Management Journal, 31(3), 223-233. Boxall, P. and J. Purcell (2008). Strategy and Human Resource Management, 2nd edition, Houndsmills: Palgrave McMillan. Chartered Institute of Personnel and Development (CIPD). (2010). The Role of Front Line Managers in HR, CIPD, retrieved 13th 2014 from Forstenlechner, I. (2010). Expats and citizens: Managing diverse teams in the Middle East. Team Performance Management, 16(6), 237–241 Graf, A., Koeszegi, S. T., & Pesendorfer, E. M. (2010). Electronic negotiations in intercultural inter firm relationships. Journal of Managerial Psychology, 25(5), 495–512. Kapoor, B. (2011). Impact of globalization on human resource management. Journal of International Management Studies, 6(1), 1–8. Schuler, R.S. and Jackson S.E. (2007). (eds.) Strategic Human Resource Management: A Reader. London: Blackwell Publishers. Read More