Why is there a need for the presence of a relationship between strategic human resource management and strategic management, how can we make this relationship come about?
To address my research question on why there is a need for the presence of a relationship between strategic management and strategic human resource management, and how we can make this relationship come about. Firstly, I started off by defining the two concepts of human resource management as well as strategic management. Secondly, I discussed the organisational history and the role of HR in the past, and where it (HR) is going. Thirdly, I discussed the existence, importance and implication of this relationship. Lastly, I discussed the means of making this relationship come
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It is also significant to duly note that without a strategic management process, the HR strategy formulation and implementation would be futile, because the HR strategy is built upon the foundation of a strategic management process. The core elements of strategic management are the vision and mission statements. Therefore, we can deduce that a house cannot be built without a foundation.
As the organisation is moving towards a proactive approach, the HR department needs to be recognised as a core function to address its strategic responsibilities. Therefore, the HR department will need to get its operational house in order, before it can concentrate on strategic human resource management formulation and implementation.
Strategic human resource management consists of three tasks which are: assuring that the issues and implications of various alternatives or proposals are thoroughly considered when making decisions, establishing goals and action plans to support the business strategy, and the adequate implementation of action plans by working with line
Business strategies touch every entity of the business including HR which is where many of the business necessities begin. The HR function needs to be involved in the strategic management process as “each component of the process involves people related business issues” (Noe et al., 2002, 59) which is the primary function of HR. “Once the strategy has been determined, HRM has a profound impact on the implementation of the plan by developing and aligning HRM practices that ensure that the company has motivated employees with the necessary skills” (Noe et al., 2002, 83).
Human Resource (HR) strategic plan’s outline short term goals that have been aligned with their organization’s strategic plans. With the HR’s goals being aligned it also helps the representative know how much man power is needed from the budgeting process done through HR. The HR function of an organization is responsible for ensuring top talent is recruited and retained, which means ensuring success of an organization’s strategic plan.
In simple term, strategic human resource management is concern with the ways in people is crucial to company effectiveness. According to Miller (1987) strategic
Today 's fast-paced, competitive business environment has resulted in "rediscovery" of the human resource management function as a group that may be able to enhance firm competitiveness and performance by being "strategic" (Dyer & Kochan, 1995; Ulrich, 1997). Strategic Human Resource Management is a term describing an integrated approach to the development of Human Resource Strategy that will enable the organization to achieve its goals (Armstrong, 2005). Whiles strategy is an action that managers take to attain one or more of the organization’s goals. Strategy presents a general direction set for the company and its various components to achieve a desired state in the future. This results from the detailed
The strategies adopted by our organisation can be influenced by both internal and external factors. HR are involved in the initial planning process and assisted with the formation of a business plan detailing objectives for departments to achieve.
Wright and McMahan (1994) define strategic HRM as “the pattern of planned Human Resource deployments and activities intended to enable the organisation to achieve its goals.” A HR function should impact the success of an organisation; a policy must remain current and suitable to both the internal and external environment. Ulrich and Lake (1990) affirm, ‘HRM systems can be the source of organisational capabilities that allow organisations to learn and capitalise on new opportunities.’
The practise of Human Resources is moving from the traditional forms of managing people to a more strategic form whereby the Human Resources function is closely linked with organisational performance and success. This strategic form of human resources has increased the need for the Human Resource professional to understand the linkages between Corporate Strategy, Human Resource Strategy and Employee Integration.
In Strategic Human Resource Management functions these functions are expanded to include the roles of the employees, their behaviour and management of organisational change in order to meet the longer-term needs.
It is important for HR Management to transform from being primarily administrative and operational to becoming more strategic contributor because of the involvement of competitive advantages through a company s’ employees. Strategic HR managers need proceed with the professional growth by hiring employees with high potential and giving them opportunity to learn and make lot of experience from their job roles where can access to brightest future in the industry. Secondly, the executive succession where the strategic HR managers will hiring the potential successors and grooming them with experience and advancement to be ready for replacement of the owner of company. A company can be in right direction if proceed with the strategic succession planning. Third is the labor cost efficiency. Strategic HR department mainly focus on their top performers who effort the most to organizational goals and long-term company success. A strategic HR philosophy ensures the employees satisfied perfect where by paid to
Strategic HR responsibilities surpass transactional duties. These responsibilities have to do with an ongoing support of the organizational long-term goals. This is where “strategy meets the market place” so that when “the economy moves from recession to recovery” the company is prepared to move with it (Cascio, 2005). The Strategic HR process looks ahead using organizational strategy as the guideline to building organizational readiness.
The strategic human resources management of the means every person from within organization from the top of management level to the bottom of ground staffs are doing things that make the organization successful. According to Schuler, R. S. (1992) strategic human resources management is defined about integration and adaption within organization .Its concern to ensure HR management is fully integrated with the strategy and these HR policies are adjusted and used by the employees and their line managers as part of their everyday work.
Strategic human resource management as described by Nel et al. (2011:562) is “long-term, top-level management decisions and actions regarding employment relationships that are usually made and performed with the overall general strategic management of
Strategic human resource management as described by Nel et al. (2011:562) is “long-term, top-level management decisions and actions regarding employment relationships that are usually made and performed with the overall general strategic
HR managers and HR professionals are taking much more of a proactive approach on the management team than ever before. The strategic HR approach is involved in variety of tasks ranging from strategic planning to decision making and coordinating all Human Resources functions for all employees (Schlesinger, Leonard A 1983).
Strategic human resource management process is very important to any organization in the present day context because it contributes to the organizations performance to a greater extent even on a highly volatile environment.