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Management and Leadership development - Essay Example

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This is because the organisations have realised the key of gaining top position in the market is to develop a competent and extraordinarily qualified workforce (Chen &…
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Management and Leadership Development AFFILIATION: Role of Strategic Human Resource Management (HRM) in developing strategic management thinking
Strategic Human Resource Management (HRM) is an important part of the company’s overall corporate strategy. This is because the organisations have realised the key of gaining top position in the market is to develop a competent and extraordinarily qualified workforce (Chen & Huang, 2009; Schiuma, 2009). With the help of Strategic HRM, an organisation can formulate and execute HR systems. This will produce the desired proficiencies in the employees. The desired behaviours will be elicited which are required by the company for attaining success. This will allow the firm to achieve its strategic aims (Garavan, 2010; Martin, Gollan & Grigg, 2011).
In almost all firms, the top management is the trend setter and it has to demonstrate a high level of commitment towards the development of a workforce which is flexible, competitive and proactive (Gloet, 2006; Plessis & Beaver, 2010). When a strategic approach of HRM is implemented, it will ensure that HR is the top most priority. HRM is effectively integrated with the company’s strategy, mission/vision and long-term goals (Blackman, O’Flynn & Mishra, 2010; Lengnick-Hall et al., 2009).
Strategic HRM is fostering strategic management thinking on all levels. This allows the leaders to be involved in the strategic planning process (Lepak et al., 2006). It is a mechanism employed by leading organisations for developing a workforce plan and determining the priority objectives to be attained. It also focuses on the course of action that can be taken for successful accomplishment of the desired objectives (Jaakson, Tamm & Hammal, 2011; Tahilaramani, 2010; Way & Johnson, 2005).
Hence, with proper implementation of Strategic HRM within an organisation, there would be an enhanced and supportive workplace learning environment that can be cultivated. This will ensure that the company has the capability of responding to HR related issues proactively and proficiently (Singh, Darwish & Anderson, 2012).
Impact of Strategic HRM on overall corporate strategy
Currently strategic HRM is a major contributing factor in the organisation’s corporate strategy. Therefore, it is imperative for the top management to ensure a proper link between the desired objectives and competency level of the employees (Caliskan, 2010; Way & Johnson, 2005). The main purpose of Strategic HRM is to help the company develop an effective employee or workforce plan. This will assist it in managing the employees effectively (Allen & Wright, 2006; Martin, Gollan & Grigg, 2011).
It emphasises the need of coordinating activities at all levels i.e. corporate, managerial and operational level. This will allow the efforts of the people to be well-integrated and synchronised. The key areas that are addressed by the professionals are employee development and retention and effective performance management system. The professionals also focus on providing fair and justified rewards to the deserving candidates and forecasting the future demands of the organisation (Scullion, Collings & Gunnigle, 2007; Stone, 2008).
HRM also plays a crucial role in the recruitment and selection process for employees. This allows qualified employees to be hired at all positions. If there are effective mechanisms in place for HRM, then there will be high chances for the organisation to successfully achieve its goals and objectives (Svetlik & Stavrou-Costea, 2007). Singh, Darwish and Anderson (2012) have made conclusions about having a strategic approach towards managing HR. They state that an organisation is able to enhance its productivity level, boost its performance in the industry and realise two fold growth in its efficiency level by proper management of HR.
Hence, strategic HRM is a mandatory requirement for every organisation for competing effectively in the dynamic business environment. This approach will ensure that strategic thinking is heightened while conducting the business activities especially among the leaders and employees. This will help a company to flourish at a fast pace in its industry (Garavan, 2010; Lengick-Hall et al., 2009).
Allen, M.R. and Wright, P.M., 2006. Strategic management and HRM. Working paper # 06-04. Ithaca, NY: Cornell University, School of Industrial and Labor Relations, Center for Advanced Human Resource Studies.
Blackman, D., O’Flynn, J. and Mishra, D.P., 2010. Can strategic human resource management enable gross national happiness. International Journal of Commerce and Management, 20(3), pp. 232-245.
Caliskan, E.N., 2010. The impact of Strategic Human Resource Management on organisational performance. Journal of Noval Science and Engineering, 6(2), pp. 100-116.
Chen, Chung-Jen and Huang, Jing-Wen, 2009. Strategic human resource practices and innovation performance – the mediating role of knowledge management capacity. Journal of Business Research, 62(1), pp. 104-114.
Garavan, T.H., 2010. Human Resource Development and Society: Human Resource Development’s role in embedding corporate social responsibility, sustainability and ethics in organisations. Advances in Developing Human Resources, 12(5), pp. 487-507.
Gloet, M., 2006. Knowledge management and the links to HRM: Developing leadership and management capabilities to support sustainability. Management Research News, 29(7), pp. 402-413.
Jaakson, K., Tamm, D. and Hammal, G., 2011. Organisational innovativeness in Estonian biotechnology organisations. Baltic Journal of Management, 6(2), pp. 205-226.
Lepak, D.P., Liao, H., Chung, Y. and Harden, E.E., 2006. A conceptual review of Human Resource Management systems in Strategic Human Resource Management Research. Research in Personnel and Human Resources Management, 25, pp. 217-271.
Lengnick-Hall, M.L., Lengnick-Hall, C.A., Andrade, L.S. and Drake, B., 2009. Strategic Human Resource Management: The evolution of the field. Human Resource Management Review, 19(2), pp. 64-85.
Martin, G., Gollan, P.J. and Grigg, K., 2011. Is there a bigger and better future for employer branding? Facing up to innovation, corporate reputations and wicked SHRM problems. International Journal of Human Resource Management, 22(17), pp. 3618-3637.
Plessis, A.J. and Beaver, B., 2008. The changing role of Human resource managers for international assignments. International Review of Business Research Papers, 4(5), pp. 166-181.
Schiuma, G., 2009. The managerial foundations of knowledge asset dynamics. Knowledge Management Research & Practice, 7, pp. 290-299.
Scullion, H., Collings, D.G. and Gunnigle, P., 2007. International human resource management in the 21st century: emerging themes and contemporary debates. Human Resource Management Journal, 17(4), pp. 3019-319.
Singh, S., Darwish, T.K. and Anderson, N., 2012. Strategic intent, high-performance HRM, and the role of the HR director: an investigation into attitudes and practices in the country of Jordan. The International Journal of Human Resource Management, 23(4), pp. 3027-3044.
Stone, R.J., 2008. Human Resource Management. 6th ed. USA: John Wiley and Sons.
Svetlik, I. and Stavrou-Costea, E., 2007. Connecting human resources management and knowledge management. International Journal of Manpower, 28(3/4), pp. 197-206.
Tahilramani, R., 2010. Enhancing creativity for organisational change. [Online] Available at: [Accessed 14 March 2013]
Way, S.A. and Johnson, D.E., 2005. Theorizing about the impact of strategic human resource management. Human Resource Management Review, 15(1), pp. 1-19. Read More
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