Models of Strategic Human Resource Management - Essay Example

What are the theoretical and practical limitations of the best practice and resource based models of Strategic Human Resource Management? What implications does this have for our understanding of the Strategic Human Resource Management field? Strategic human resource management is a field that discusses the long term effects of human resource management towards the basis of an organization. It recounts how well the human resource management department has been aligned with regards to achieving objectives and goals, and then goes on to meet these through understanding, insight and comprehension of the relevant tasks and undertakings. Having said that this is not an easy task to begin with, since a great amount of learning is required both by the top management working within the organization and the human resource management department that essentially has to enact pathways and find alternate solutions to meet those very goals and objectives. This paper will study how strategic human resource management is being employed within organizations and how theoretical and practical limitations are being tackled within such quarters. It will also aim to study where the negativities with respect to the human resource management lie and how these can be taken care of in an amicable fashion. The need is to find out the implications for the overall comprehension of the strategic human resource management field which is all the more significant in the time and age of today. It will set the basis of further growth and development that will ensure progress within any organization that exists. Since strategic human resource management focuses entirely on how well things have been planned from a strategic perspective, it is of paramount essence to know that strategic human resource management would fail if it is not seen from the long term settings, and thus its insight shall be gained from such tenets. If these understandings are drawn from gaining an edge into this field, it will guarantee harmony within an organization and its employees would also achieve success within their ranks. The strategic human resource management is an important heading within the organization which needs to be understood from the employee domains. An insight into this means that the employees shall know where they need to speak to the human resource management department regarding their work domains and how they will be able to manifest their own basis in a proper way. When the top management knows that the strategic human resource management is being dealt with by the concerned professionals, then the anomalies which exist within the fore of the organization are tackled easily. If there are any difficulties, then the alternative pathways are found and other issues are resolved in a smooth manner. The top management must be kept in the loop as far as comprehending where the strategic human resource management is working to good effect and where the shortcomings are coming in from. Both these aspects are resolved so that no ambiguities are afforded, with the end result of growth and development for the sake of the organization. Therefore the strategic human resource management domains need not only be studied and analyzed but also their understandings should be translated into other lines of the business to reap maximum positive results (Salaman, 1992). The theoretical limitations of strategic human resource management come about when there are fewer levels of knowledge available at hand. This means that the documentation and support material that goes a long way towards developing dimensions of growth and development within the strategic human resource management seem missing. This can only be analyzed if proper ideological bases are discerned from the organizational standpoint. If this comes about in full circle, an organization will reap the maximum benefits that shall be transferred instantly to the other departments within the organization. Sadly, this rarely happens owing to a number of issues which crop up every now and then within the organizational hierarchies. One needs to find out why these theoretical limitations are coming about and what needs to be done to address them. Perhaps a good enough starting point is to know how these theoretical limitations are actually coming into the fray to begin with. If these are due to non-willingness of the human resource management department to update its own self, then the issues could be pinpointed towards finding a solution. If this is due to someone else’s negligence, then the culprit needs to be found at the earliest to make sure that the theoretical limitations of strategic human resource management are addressed and solved. A resolute demeanor on the part of the organization is much needed to ensure that such ambiguities remain away from its shore; however this hardly comes about if seen within the relevant contexts of things. The practical limitations of the best practice and resource based models of strategic human resource management should also be determined in the same equation. If the theoretical ones are taken care of, the practical limitations will also not be able to get their manifestation done in an adequate setting. However, this is easier said than done because changes do come about and the personnel also make way for others, which essentially shifts the fulcrum of the strategic human resource management undertakings. The need is to properly enact ways and means through which inaction on the part of the human resource management department can lead to drastic results, and the top management must be wary of such wrongdoings and pitfalls that call for disaster which is about to happen any time in the future (Gratton, Hope, Stiles, Truss, 1999). One must understand that these are significant requirements on the part of the organization and all out efforts need to be ensured to have a proper say within the making up of the strategic human resource management domains. The senior management must be kept in the loop at all times to avoid any issues from cropping up when these are least expected. Also it would mean that the loopholes are found out, analyzed and addressed properly and without much fuss. Thus the practical limitations count for little when the best practice and resource based models of the strategic human resource management are studied, and when there is a dire need to set things right within the related equations under the aegis of an organization. The best practices within the realms of the strategic human resource management are also pivotal to understand. This is because these set the basis of knowing where an organization shall derive its discourse from as far as the strategic human resource management is concerned and how this must be applied within the organizational norms in an out and out fashion. The need also arises because the individuals working in a company must be aware of the limits that they can change their respective courses up to and how they shall shape up their lives in accordance with the amending patterns as dictated by their organizations every now and then. This is indeed a requirement that must be taken care of by the human resources management department in order to have a good enough understanding of the strategic human resource management realms. When the top management is linked with such measures, then only one can derive the eventual basis of success, which essentially remains very pertinent with the changing times. The strategic human resource management is therefore the required tonic for the sake of the organization to make sure that all the anomalies are taken care of as far as the human resources management issues are related. It also allows the organizations to devise new policies and procedures in line with the best practices that are employed by similar and renowned companies, locally as well as internationally. The resource based model of strategic human resource management basically finds out a very detailed perspective attached with the kind of resources that exist within an organization. It gives preference to the resources and how these are made use of within the business enterprise. These are the strategic resources that a company may use and are available to an organization either in a regular way or on and off. The basic premise of a resource based model within the strategic human resource management domains is to make sure that the foundation of the competitive advantage that an organization possesses solely remains within the application of the valuable resources within the firm (Whittington, 2001). The limitations of these resources are both in a theoretical manner as well as in a practical form. Now what is important is how well these limitations are being analyzed and studied, and the eventual consequences that come about remain pertinent towards the strategic human resource management comprehensions. Some ambiguities might arise which means that the resource based model shall be seen in-depth so that any issues which come up within the strategic human resource management are taken care of amicably. These are essential to realize because these focus on the organization as a whole and pertain to the resources that are employed within it. Resources are always very necessary to have within its armory because these form the cornerstone of achieving success in the long run scheme of things. As far as the implications for understanding the strategic human resources management are concerned, the need is to find out what is the take home message for one and all. If this implies growth for the people who work within the corridors of the organization, then this is a step in the right direction but if this leads to issues of a magnanimous nature, then it would be a safe bet to do away with the nuances that mar the strategic human resources management in the first place. Whatever the take home message is, the requirement is to understand how well the strategic human resources management has been drafted and what the consequences for its success lie within the long term settings. The implications for gaining a valuable idea about the strategic human resource management will eventually be seen within both the theoretical perspectives as well as the practical ones (Blyton & Turnbull, 1992). What is important however is to know that both these are indeed limitations which shall have to be dealt with in a proper way. It will open up the pathways to gain further understanding about how strategic human resource management should be taken and how related norms are given the necessary significance as and when required. These implications go a long way in detailing one and all about how well the strategic human resource management has been devised and what kind of inappropriate tangents exist within its fore. Hence it would be a given if such routines are taken care of in an easy way through knowledge that has been gained and the insights that are attained every now and then. In the end, it would be adequately sound to state that the strategic human resource management is a very important manifestation that an organization can think about and lay the foundation for the same within its own settings. Nearly everyone benefits due to this, and has an implication in either a good way or bad. Now it is up to the organization to decide what course of action it wants to choose for achieving success and that too in the long run (Legge, 2005). The strategic human resource management is being given significance with the changing time dimensions and for equally good measure. It is necessary that the strategic human resource management is analyzed in a proper manner so that all the goodness that comes with it is tackled amicably. This is the need of the hour as it ensures prosperity for the sake of the organization, and success for the human resources management unit which is present within it. All said and done, this paper touched upon the theoretical and practical limitations which the best practice and resource based models within the strategic human resource management domains can have, and which shall eventually mean a great deal of confidence for the people who work under the aegis of the human resource management ranks. It also studied the basis of the implications that led to the understanding towards the strategic human resource management field, and how its results have a good amount of say within the eventual success that an organization looks forward to having within its folds. Bibliography Blyton, P. & Turnbull, P. (1992). Reassessing Human Resource Management, London: Sage. Gratton, L., Hope, V., Stiles, P., Truss, C. (1999). Strategic Human resource Management, Oxford, OUP. Legge, K. (2005). Human Resource Management: Rhetorics and Realities. Basingstoke: Palgrave Macmillan. Salaman, G. (1992). Human Resource Strategies. London: Sage. Whittington, R. (2001). What is Strategy – and Does it Matter? London, Thomson Learning Read More