It is what people do or do not do that ultimately determines what the organization can or cannot become. It is their dedication and commitment to organizational purposes that make the difference. Whether…
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In order to function efficiently and effectively, people must be managed well. Human resources management (HRM) is the art and science of dealing with people at work for the optimum achievement of individual, organization and society’s goals. While general management is the orchestration of all the resources, human resource management is limited to people management – their motivation, acquisition, maintenance and development. Strategic human resources management (SHRM) is defined by Boxall & Purcell (2003) as “concerned with explaining how HRM influences organisational performance. They also point out that strategy is not the same as strategic plans. Strategic planning is the formal process that takes place, usually in larger organisations, defining how things will be done. However strategy exists in all organisations even though it may not be written down and articulated. It defines the organisation’s behaviour and how it tries to cope with its environment.” Boxall & Purcell have been intrigued by theories and applications of SHRM that they have written several discourses on the subject including the article entitled Strategic Human Resource Management: Where have we come from and where should we be going?
In this regard, this essay aims to present a brief synopsis of the paper to outline the content and to identify the nature of the discourse. A discussion of the results of the paper would be proffered in terms of stating the key claims of the findings and determining what it adds to the body of knowledge on SHRM. In addition, the findings from the article would be related sporadically with discussion from the literature in the course module. An assessment of the methods used by Boxall & Purcell would be touched on, as required. Likewise, an identification of the researchs practical implications would be determined; as well as an assessment of the strengths and weaknesses of the paper, as finale.
Authors Boxall & Purcell proffered in
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Seven steps can be illustrated in the following manner. Clearly Defined Business Strategy Top management of the company needs to communicate business objective throughout the organization in a clearly defined manner helping individual employees to understand the objective precisely.
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.
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.
The change being planned in the organization will lead to transformation in three major areas: Communication, Commitment and Control. This will lead to change in employee roles and relationships, organizational structure, employee compensation structure as well as the way that employees work.
Human capital being the biggest driver of the organization mission highly emphasizes the utmost importance of strategic human resource management (Baruch and Peiperl, 2000) Q.1 Explain how planning makes the benefits possible In both organizations whose business agenda if focused on selling of goods or services, human capital is a valuable asset.
Strategic human resource management refers to a managerial process where the human resource manager comes up with policies and practices that have to link with the overall strategic objective in an organisation.
As a result of these developments, HRM has become a major thrust area where the focus is on synergizing and propelling organizations to seamlessly integrate with the macro environment. The field of HRM can become a greater strategic contributor to organizational performance and success (Mathis and Jackson, 2003).
The report is concerned about the trend which is observed in present-day Organisations that are focusing on the survival rather than their growth and development. Organisations collapsed due to economic slowdown have alerted the existing ones regarding their survival in the highly uncertain environment where survival has become a tough matter of subject.
Strategic human resource management can be defined as an efficient management process of utilizing human resources to the best extent and it aims at enhancing the organizational efficiency (Fombrun et al., 1984). It is a complex process that is continuous in nature
Other significant properties in the firm include Arabian Ranches and Downtown Dubai (Perkins, Shortland & Perkins, 2006). Business scholars acknowledge that the success of every firm as born to strategic human resource
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