Strategic Human Resource Management - Essay Example

Strategic Human Resource Management Affiliation: Literature Review on "Strategic Human Resource Management"According to Kramar (2013), Strategic Human Resource Management is managing of employees in an environment that is uncertain, full of turbulence, fast changing and unpredictable. Strategic Human Resource Management was a concept started in 1980s and was drawn from the human resource management. 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 managing strategy that would withstand all these and at the same time ensure that performance continues to soar and not reduce. Strategic Human Resource Management works through providing a framework larded with strategies of how to support the business in the long term (Kramar, 2013). These strategies are also in accordance with the goals and outcomes of the businesses. It is also concerned with the issues of the employees in the long term and not only the short term ones.

This therefore means that it deals with the macro concerns and macro structural issues of the business in general These are things concerning quality, values and culture as well as the necessary resources needed to achieve all these. Strategic Human Resource Management is a complex concept and process and needs time. It also needs to draw from all the departments of the businesses hence leading them to work together to achieve the strategized goals and outcomes and within the provided time frame.

Lengnick-Hall, et al, (2009) pinpoints that customers are becoming more demanding and expect quality to be increased as well as being served on time and diligently. This is quite challenging to the employees who are already bundled up with other responsibilities of the strategies framework. With effective strategies in place, Strategic Human Resource Management meets will lead to increased customer expectation and values and also ensure long term sustainability. Strategic Human Resource Management is involved with a lot of changes all of which demand monetary attention to be fulfilled or upgraded.

With the economic challenges of depression and with increased competition, finding enough capital to tackle all their projects is becoming a challenge to the organization and more so to the management who have to be answerable to the employees, shareholders and customers as well as to the delay in changes). There is however not enough literature on this part of capital as has been mentioned in the article by Lengnick-Hall, et al, (2009) and something needs to be done. Becker and Huselid, (2006) in their article Strategic Human Resources Management: Where Do We Go from Here?

Forewarns that it is time for business people to find a new way and direction in as far as strategizing of human resources is concerned. They provide tips on how to go about this, the first one being to concentrate on more research on the framework. This will find ways to tackle most of these challenges and curb new threats. The other way is to focus on an effective implementation strategy. It is time to move to implementation phase and chose the most effective strategy to move forward with and apply.

The solution lies in the research results. Consultation with other businesses that have succeeded in using this strategy is another way forward and which will provide guidance as well. ReferencesBecker, B. and Huselid, M. (December, 2006). “Strategic Human Resources Management: Where Do We Go From Here?” Journal of Management, vol. 32(6), pp. 898-925. Kramar, R. (July 16th, 2013). “Beyond strategic human resource management: is sustainable human resource management the next approach?” International Journal of Human Resources, vol. 25(8), pp.

1069-1089. Lengnick-Hall, M., Lengnick-Hall, C., Andrade, L. and Drake, B. (June, 2009). “Strategic human resource management: The evolution of the field.” Human Resource Management Review, vol. 19(2), pp. 64-85.