Strategic Human Resource Management Essay

StrengthsAvailability of expertise nursing staff. Availability of in-service education programs. Strong informal communication channels in hospital.

staff, the skill level of the nursing staff, and the education/certification of nursing staff” (ANA, 2015). These

The residency program should be offered by an institution after completion of an advance practice in a new clinical practice area. While it anticipates that it will take a few years to build the educational capacity needed to achieve this goal, the committee maintains that it is bold, achievable, and necessary to move the nursing workforce to an expanded set of competencies, especially in the domains of community and public health, leadership, systems improvement and change, research and health policy (IOM report, 2010).

Nursing education has progressed throughout history from one of uneducated lay persons to the current standards we know today. As the career has progressed it has become apparent that there is a need for a skilled labor forced trained to deal with the sick and dying, “the provision of nursing care by American women…demonstrated the effectiveness of skilled nursing on improving outcomes for sick and injured soldiers” (Creasia & Friberg, 2011, p. 4). However, as the career progresses so does the need for more specialized training amongst nurses to help them deal with the changing atmosphere of patient care. The future

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.’

Nurses with experience and specialty skills are in demand. Also computers and advanced technology continues to evolve and it is important that nurses are offered more classes to make them more knowledgeable in these fields. More than half nursing care will eventually be provided outside of the hospital. Nurses need to be offered more educational programs to keep them up to date on care they will be expected to know outside of the hospital. All nurses should be encouraged to pursue more education if they desire to advance in their careers. “Nurses with specialty skills and experience are in demand. In particular demands are nurses with the ability to do the following: lead multidisciplinary teams, serve as patient educators, manage the continuity of care, or demonstrate a high level of skill in the operating room, recovery room, emergency room, intensive care unit, critical care areas, pediatric units, and labor and delivery.” (Ellen & Lanagn)

By the 1980s, many nursing education providers in the smaller, regional and rural hospitals had closed, as they could not meet the stringent educational requirements of the state-based nursing registration boards (Department of Health, 2014). In the 1980s the health sector had seen a lot of changes related to increase of technology and this put a pressure on health professionals to upgrade and expand their practicing skills with theory and nursing practice hours hours over the three years of training period (Department of Health, 2014). Many education providers outside the big cities were shut down due to incompetent standards (Department of Health, 2014).

There has been much debate on the term strategic human resource management (SHRM) and until now, there is no fixed definition for SHRM. According to Wright and McMahan (1992), SHRM can be defined as “the pattern of planned HR deployments and activities intended to enable a firm to achieve its goals”. Similarly, Wright and Snell (1991) regard SHRM as “organisational systems designed to achieve sustainable competitive advantage through people”. Ulrich and Lake (1991) on the other hand, has described SHRM as a process of linking HR practices to business strategy. SHRM can also be defined as the linkage of HR functions with strategic goals and organisational objectives to improve business performance and cultivate an

Managers get the work of an organization accomplished through others. Therefore, managers at every level of the organization should be concerned with Human Resource Management (HRM), which is the utilization of individuals to achieve organizational objectives. A human resource manager is an individual who normally acts in an advisory or staff capacity, working with other managers regarding human resource matters. All human resource management functional areas are highly interrelated. Management must recognize that decisions in one area will affect other areas.

Human resource management has continued to change through the years. Dating back as far as prehistoric times to where HRM is today. All organizations want to thrive and in today’s world it has become harder than ever to find success. The right human resource management team can improve the overall function of an organization. HRM balance multiple important roles such as; employee recruitment, planning and organizing, employee evaluations, conflict resolution, and much more. Most organizations learn through experience, which is what the banking industry has done for human resource management. Through learning from trial and error banks have discovered that HRM needs to continue to be flexible, so that it can change with the times. That means not being set with curtain ideas, that may be outdated. Human resource management will continue to change, but for organizations trying to find success without a good HRM team would not be possible.

Human resource management (HRM) defines as an administrative process which manages and deals with the company’s employees to assist in achieving the company’s goals (Grimsley 2015). The role of HRM is to offer support in human resource matter to all employees. There are four functions of human resources which are recruit people, select best candidate, give training and development to new candidates and give some good compensation and benefit to new candidate (iPlace 2013).

The human resources department of a company manages the wellbeing of the employees and the development and growth of the business. ‘Outcomes such as employee well-being, organizational effectiveness and wider societal contributions have long been the focus to argue that HRM can make a positive contribution to the organization and broader society’ (Becker and Smidt, 2016). Without experience within the human resources, it can be of a disadvantage of a company due to how vital it is. Altarawneh (2016, pg. 487) focuses on why implementing strategic human resources management is to an organisation, they state ‘strategic human resource management can be defined as, the pattern of planned human resource deployments and activities intended to enable the firm to achieve its goals’.

Human resource managers today practice strategic human resource management. This differs from the traditional HRM practiced some 20 years ago.

Strategic management is the set of actions and managerial decisions which influence the performance of the organization. It is the action taken by company for superior performance. Adding strategic to HRM increases its importance within organization. There are many HR academicians and HR practitioners who view if HR policies are strategically designed and integrated with business strategy it will contribute to organization’s effectiveness. Strategic Human Resource Management (SHRM) is the planned activities of HR in order to achieve organizational goal. A pre-defined HR strategy would bring new capabilities in SHRM.SHRM is based on 2 principles – strategic importance of HR in organization and the HR practices which bring

Within this essay an in depth analysis will be conducted on the difference between Human Resource Management and Strategic Human Resource Management using contemporary perspectives. Human Resource Management (HRM) is the process of managing human resources in a systematic way. It is a practice devised to maximise the performance of employees and is concerned with the application of management principles to manage organisational personnel while paying attention to the policies and systems of the entity (Delaney & Huselid, 1996). Strategic Human Resource Management (SHRM) is a function of management which entails development of policies, programmes and practices related to human resources, which are aligned with business strategy so as to achieve the strategic objectives of the organisation (Patrick M. Wright, 1992). Its primary purpose is to improve the performance of the business and maintain a culture that encourages innovation and works continuously to gain competitive advantage. In this essay the Resource-Based View, High Performance Management and High Commitment Management perspectives of Strategic Human Resource Management and Traditional and Collaborative