Strategic Human Resource Management Proactive Procedures - Literature review Example

Your name School Affiliation Strategic Human Resource Management Strategic Human Resource Management Introduction Strategic Human Resource Management is a complex proactive process that entails choice of weight logical approaches out of the possible alternatives. In order to achieve suitable organizational performance excellently, strategic framework adheres to operative business implementation models to ensure that outcomes and the business goals are the most appropriate that matches the available human resources (Analoui, 2007).This is constantly evolving process is often referred to as a business system turning point since it proclaims to support objectives previously outlined for a business success. In most business organizations, different categories of participants are tasked with responsibility roles of formulating human resource decisions. Firstly, strategic human resources management process entails a procedure whereby it takes into account of seeking and identifying all features of the business organization with aims to understand their regard as determiners of its performance (Mello, 2002). On the similar accounts, it means that this part will identify all causal connections by assessing their contribution and impacts on the organization performance capability and the resultant behavior, skills and attitudes of the employees. Secondly, its involves techniques touching on how organizations entire system can be improved through management process of the employees or through capacity building techniques such as discipline, hiring and employees competence assessment (Analoui, 2007). Analysis presented in this document is helpful in understanding the concept of Strategic Human Resource Management (SHRM) and challenges that an HR manager will need to understand and deal with these challenges by using relevant example. Strategic human resource management acts as the central role that provides links or connections with other components of the business system. Thereby, it connects all organizational management strategies that revolve around planning, formulating, coordinating, controlling, formulating and implementing with all the organization business goals and objectives in a higher improved level (Mello, 2002). Conversely, it ensures that all the identified human resources meet the requirements needed to maintain a workforce link between the overall organization strategic plans and the human resource management. In a large extent, strategic human resource management take into account by providing consistency in specific organizational characteristics by conducting an evaluation and assessment on its entire setup. On the same note, it evaluates all the strengths, weakness, opportunities and threats that enable its existence. It means that, all the underlying forces that influence the organization to change its operations or existence will be considered to enable prosperity with a better resource management thinking and decision making (DelCampo, 2011). On a broad aspect, it means that strategic plans will consider organizational capabilities, the surrounding environment that influences its operation and lastly consider the techniques that will lead to improved performance. The strategic roles of human resource managers are to ensure a strategic, proactive procedure is then followed by strengthening organization employee-employer relationship to achieve the organizations goals and objectives. For example, the human resource manager will ensure to maximize a workplace safety by ensuring that the environment used is free from hazards, mitigating potential losses and risk management losses (Rothwell, 2012). He will ensure that compensation and benefits that surround employees meet the organization's business reputations and the entire image (Burke, R. J., & Cooper, C. L. 2005)To meet this strategic formulation and implementation goal, the human resource manager will ensure proper employees training; recruitment, selection and relationship are strategically integrated and implemented effectively through proper analysis and evaluation. The challenges that a Human Resource manager (HR) will need to understand and deal with, specifically originates from his key roles and functions in the human resource organization. Therefore, it means that, the Human resource manager must understand his key roles first in order to deal with all challenges that may arise as he implements his roles in achieving the organization roles and objectives (Analoui, 2002). The key roles of any human resource manager are recruitment, retention and rewarding of the employees. On the other hand, it means that each role performed independently in the resource management system has its activities super-specialized in it. Therefore, each of the roles performed is challenging in itself. Recruitment of employees as a role and as a challenge as well, it needs to be understood clearly, to expound on this point, it means that before venturing into any recruitment in any business organization, it is important to identify the position or designation of recruitment itself. The HR manager needs to understand the specific functions needed by the news employees and the workflow role requirement within the business organization. It's important for a manager to identify the growth or performance prospects present in individual holding such a designation. Based on these criteria, the manager needs to understand relevant skills and work profile through understanding human behavior and organizational psychology for current and future changes (DelCampo, 2011). For example, the human resource manager will bring in the best employees by handling out the underperforming ones or hiring the right employees. On similar approach, it means that recruitment prospecting and selection needs to understand on a more critical aspect by the Human Resource Identifying to avoid a challenging task. Deployment management patterns should also be understood by the manager In a multi-location or project by involving various project managers to provides a common link to facilitate human resource re-deployment. Retention as a role in a competitive human-intensive business organization means that the human resource manager may choose to retain quality employees to challenge. Therefore, the managers should employ Maslow's theory as a model reference point in prioritizing the retention of employees. For example, Stability and security of retaining employees as a challenge can be dealt with through providing timely payment of employees (Burke & Cooper, 2005), conforming any errors that arise from the compliances used by employees creates security and stability sense during their work performance. Self-esteem as an employee’s retention factor should be clearly be understood, thus, modifying employee's performance functions in a business organization create a scope in human resource manager's decision-making. Hence, it powers all employees’ position and progressively increases their self-esteem. These accountability and authority given to employee's increases work perception power and self-esteem on how they perform their work better. Training and intellectual growth of employees that set to increase challenges that faces human resource managers in any business organization towards recruiting and retaining employees ought to be understood clearly. The human resource manager should deal with this challenge by creating relevant opportunities for employees to learn modern skills that correspond with the changing technology that will enable each employee to realize their ambitions as a powerful retention tool in their jobs (Liff, 2007). However, these challenges may involve a human resource manager to understanding accurately each staff career plans and ambitions to initiate a relevant training program that benefit them effectively. Thus, to meet this task the Human Resource manager should have high organizational skills. Reward as one of the key challenges that face human resource managers needs a high degree transparent appraisal and differentiation system to deal with this challenge. The HR manager should aim and seek to build an appraisal system with limited lie on either ambiguous or subjective opinions (Rothwell, 2012). On the other hand, it means that the HR manager on objective criteria that measure the performance without compromising the organization functional capabilities should design the transparent appraisal system. Conversely, on further analyzing on the reward challenge to the HR manager, he can deal with this challenge by initiating a performance-incentives realization program. With the same approach, it means that a transparent performance assessment that meets the organization objectives must translate these effects into rewards that reflect each staff performance variance (Burke & Cooper, 2005). Differentiation system or program ensures that the workplace environment is differentiated based on consistency in performance. For example, the action will enable a high work performer to enjoy certain privileges, allowances and respect throughout their work though in progress they may face other challenges such as sickness or absenteeism. Conclusion Strategic Human Resource Management proactive procedure demands proper attention by HR managers and the entire business organization that can only be addressed through collective bargains and research. In order to achieve sustainable strategic human resource management decisions effectively, HR managers should avoid individualism and focus on initiative roles in the organizational policymaking during implementation of goals and objectives. Considering proper understanding and practicing of each type of the procedures highlighted, each approach used to deal with the HR manager challenges is significant as the other. The challenges that a Human Resource manager (HR) meets specifically originates from his key roles and functions in the human resource organization.Therefore, must understand his key roles first in order to deal these challenges during his duty. Thus, a proper policy making framework should encompass all key roles such as recruitment, retention and rewarding of employees with relevant techniques discussed. References Analoui, F. (2007). Strategic human resource management. London: Thomson Mello, J. A. (2002). Strategic human resource management. Australia: South-Western College Pub. Rothwell, W. J., Prescott, R. K., Lindholm, J., Yarrish, K. K., Zaballero, A. G., & Benscoter, G. M. (2012). Human resource management. San Francisco: Pfeiffer. Analoui, F. (2002). The changing patterns of human resource management. Aldershot, Hampshire, England: Ashgate. DelCampo, R. G. (2011). Human resource management demystified. New York, NY: McGraw-Hill Burke, R. J., & Cooper, C. L. (2005). Reinventing human resource management: Challenges and new directions. London: Routledge Liff, S. (2007). Managing government employees: How to motivate your people, deal with difficult issues, and achieve tangible results. New York: American Management Association Read More