Strategic Human Resource Management

One of the main contemporary issues of professionals is the characteristics of human resource management and their effect on the business module. Competencies of an organization can be facilitated through the contribution of human resource systems to continuously maintain the competitive advantage when considering the business environment at present.
Human resource management has gone through so much of changers for the past years and shows a great contrast to traditional human resource characteristics. according to Jing and Huang (2005) Main concern in strategic human resource management would be more business and strategic oriented such as team-based job designs, practices of quality improvements, incentive compensation, employee empowerment, and flexible workforce.
The traditional human resource management and strategic human resource management differ in many aspects. In traditional HR the basic requirement was administrating man power. But in strategic HRM this change to managing and directing employee efforts to fulfill organizational goals. The behavior of traditional HRM reactive, but the behavior of strategic HRM is proactive. The approach of traditional HR is disjointed, but the approach of strategic HRM is cohesive. the scope of traditional HR is on employee relations, but the scope of strategic HRM expands to internal and external relations. The period of traditional HR is short term and for the period of SHRM is flexible as necessary. It can be divided into short, medium and long. Brewster at al, (2010) explains Strategic HRM proving a many numbers of benefits to the organization. it’s,
·         Supporting & successfully implementing business strategies of the company
·         Improving the responsiveness and innovation potential of the company
·         Contributing to the goal accomplishment and the survival of the company
·         Improving cooperation between the HRM department and line managers
Many studies proving the direct relationship between strategic human resource management and organizational performance, Huselid (1995) found that organization in diverse industries have improved organizational performance by employing high-performance work system. Collings, (2010) reported the relationship of the alignment or HRM and Business strategy directly impact employees, skills, motivation, and organizations’ financial performance in Turkey.
Many academics argued that human resource outcomes such as human capital, employee commitment, absenteeism, and turnover are crucial factors between human resource management systems and organizational performance linkage Messersmith, J.G., Patel, P.C., and Lepak, D.P. (2011) proved this point with solid evidence from the case on NPO organizations in Wales on employees’ attitude and behavior toward better organizational performance.

References

Brewster, C Dowling, P Gobler, P Holland, P Warnich, S. (2000). Contemporary Issues in Human Resource Management, Gaining a Competitive Advantage, Oxford University Press, 56.
Collings, D. (2010). The international journal of Human Resource Management. Human Resources Management Practices and Outcomes: Evidence from Turkey, 2589 - 2613.
Huselid, M. (1995). Academy Of Management Journel. The Impact of Human Resource Management Practices On Turnover, Productivity, and Corporative Financial Performance, 635 - 672.

Jing, W., & Huang, T. (2005). Relationship between strategic human resource management and firm performance. International Journel of Manpower, 434 - 449.

Comments

  1. AnonymousJuly 6, 2018 at 10:28 AM

    overall a good essay, keep it up

    ReplyDelete
  2. Indika GuanthilakaJuly 9, 2018 at 6:55 PM

    You have taken some of best references in HR. Good job keep it up.

    ReplyDelete

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