Strategic human resource management is representative of a new transformation in human resource management field. The management is a shift from transactional and tactical duties in the traditional human resource management…
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Strategic human resource management is representative of a new transformation in human resource management field. The management is a shift from transactional and tactical duties in the traditional human resource management. This transformation has had major impacts in organizational management. The concept of SHRM has evolved as a bridge between the management of organizational human resource and business strategies. The major impact has been seen through the alignment of the human resources to the performance of the firm to give it a competitive advantage. Modern organizations are increasingly becoming sensitive to productive human resource practices and policies. Strategic human resource management leads to increased productivity and better financial performance. One of the major impacts of strategic management of human resources is the sustained competitive advantage through increased form specific competencies. Strategic human resource management has led to mobilization of new competencies. It has also led to destruction of attributed that cause vulnerability and competitive disadvantage (Gilley & Gilley, 2000). The new strategy places emphasis on people as being the actual resource and critical differentiators in the building of business enterprise. The strategy has led to increased human application resulting to better generation of values. Success comes from managing people effectively (Schuler & Jackson, 2000). The new strategy in human resource management insists that employees must internalize the goals and missions of an organization. This enhances their responsiveness and performance. The new strategy in HRM has had a major effect through introduction of learning processes that enhance the capacity of the organizational needs (Salaman et al, 2005). This has led to identification of knowledge and competencies that are necessary to meet the organizational goals and consumer satisfaction. Strategic human resource management
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In the contemporary market characterised with intense competition, most organisations have diverted from conventional perception of human resource as passive resource that can be manipulated to get things done.
One of the major functions of human resource management is to ensure that all decisions and activities that affect the human resources are effectively managed. This includes, recruitment of staff, ensuring that staff is highly motivated through better remuneration, provision of benefits and training among others.
Human resource management of an organization deals with a number of management decisions which have a major impact and influence on the people of the organization. The human resource management when dealt with in a strategic manner with strategic plans and well thought out and strategically devised practices, then this is referred to as Strategic Human Resource Management. The main aim of this paper is to compare and contrast the various approaches of strategic human resource management.
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al with this problem, the HR department will have to make required changes in its policy, management style and strategy so that the employees are motivated to perform well and remain loyal to the company for a long period. Two theories that can be applied to an organization
The two concepts are interrelated but one elicits higher performance than the other. There was need to develop this advanced form of human resource management as a result of the changing nature of technology, economy and market. There was a need to come up with a
One element that plays a substantive role in ensuring the success of an organization is the job description, and, therefore, the paper discusses the aspect of job analysis as the cornerstone of human resource
Fordism supported domestic mass production and the allocation of high wages among laborers. It was under fordism concept that mass consumption considerations got integrated with accountabilities on production. The philosophy of fordism has influenced business operation
They can improve the knowledge, skills, and increase retention of quality employees while enhancing the nonperformers ability to suit the firm’s needs (Liker & Michael, 2010). An inquiry made regarding this argument is that a company’s current
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