Strategic Human Resource Management (SHRM)
Strategic human resource management is a discipline of managerial ethics that deals with the alignment of inventive human functions to the objectivity of a business. It is the core of organizational achievement through a well-organized business structural culture. There exists a conceptual relationship between SHRM practices, tools of managing capital and in the performance of firm resources. The arbitration of the role of an organizational culture is also depicted under studies affirming SHRM. Strategic human resource management enhances categorization of practical evaluations of financial business performance (Ismail et al., 2010, pg 395).
Summation of Chapter 1
a) Introduction to SHRM
According to Pynes, strategic human resource management concerns the effectuation and adoption of changes in business agencies. These agencies require realistic info in accordance to the talent and capability of the managing staff (Pynes, 2009, pg 31). It denotes to the implementation of resourceful activities of staff members of the respective firms; execution of policies and applications in effectuating necessary modifications in ameliorating a firm's strategic and functional objectives.
There is increased completion in organizational structures in firms, hence the need in addressing and improving their management implications. Human resource management re-utilizes human capital and resources by bumping into professional, educated and industrious members (Fombrun et al., 1984, pg 11). Factorization of macro and micro environments in a firm has industrialized revitalization, improved quality of life and equally distributed firm justice; hence raising the urgency to manage human resources strategically.
b) SHRM in public and non-profit organizations
Public and non-profitable organizations indeed are finding it cumbersome to confront varying economy, technological, cultural and legislative changes. These changes are important as they determine the viability of the organization. The first step in achieving viability of public and non-profitable organizations is to have properly trained and pliable employees. In responding to such changes, agencies must incorporate their extensive strategic plans with the needs of the human resource management. Public and non-profitable organizations follow the slogan of better working conditions for improved performance. The slogan has helped various public organizations to rise to an advanced level that can cope up with the emerging technological trends.
Consequentially, public and non-profitable organizations overlooks deeply into the relationship between the sectors of operations and human resource contributions. External factors affect the internal functions of an organization, for instance financial uncertainty and economic changes brought about by regular adjustment in the field of operations in public and non-profit organizations may affect the demographic composition of labor force. An efficient human resource structure should b able to deliver employees with critical knowledge, abilities and skills to perform specified work. The employees must be flexible thus able to swiftly adapt to rapid as well as unstructured changes.
Strategic planning in human resources under public and non-profit organization is very essential. This is achieved through assessing the past trends, evaluating the present situations and projecting future events. Realistic planning can not work if strategic planning does not take into consideration relative information regarding current and capable human resources. For a public or non-profit organization to continue being viable, both internal and external environments have to be scanned, and necessary changes to be effected. Changes that are likely to affect the organization's operation in human resources should be anticipated
Summation of Chapter 2
a) Changing role of Human Resource Management
Sectors of the public, nonprofit and fro-profit firms have been facing many challenges concerning the long-run implications of human resources in the respective departments. HR managers address the issues of future possibilities of demography and workforce shortages. This has also been accredited the fact that these sectors face unending situations of retrenchment and retirement. The non-profit sectors face tremendous implications since their leadership positions are limited to young professionals who are neither willing to take up the places. Similarly, in public areas, several acts were developed to assist in improving executive government positions. The Civil Service Reform Act of 1978 was effectuated in July 1979 to further develop a high cadre and competence of leadership and managerial personnel (Pynes, 2009, pg 33). It is estimated that most federal careers requiring professional expertise and authoritative skills are implemented in a knowledge-oriented aspect. Developing strategic human resource management was therefore implemented to address the impending progresses being done in the public and non-profit organizations; to face the layoff in jobs and income pitfalls; and to plan for the funding of future services of the organizations.
b) HR Planning
Strategic Human Resource Management Ethical Stewardship Strategic Human Resource Management as Ethical Stewardship Over the past few decades, the most controversial debate between the professional economic research institutions (practitioners) and the academic institutions (scholars) has been on the strategic human resource management and the adoption of ethical stewardship framework. Currently, most of the economic and business studies and research on the strategic human resource management (SHRM) elicit that human resource professionals possess
These practices include: selective hiring, employment security, self-managed team, extensive training, sharing information, diminution of status differences, and stipulation of high pay contingent on organizational performance. Other authors analyzed by Chang and Huang sustain that SHRM benefits company both directly and indirectly as it modifies passivity into initiative by clearly communicating organizational goals and encouraging the participation of line-managers. In addition, by generating structural cohesion, defined as "an employee-generated synergy
Aside from the features which differentiate it from human resource management, strategic HRM is also noteworthy in terms of the basic traits which characterize it. In this order of ideas, Michael Armstrong and Angela Baron (2002) identify three specific features, namely the organizational level, the focus and the framework. In terms of the organizational level, it is noteworthy that SHRM is implemented at the wider organizational setting, since all of
In the hierarchical configuration it also augmented the working hours but decreased the pay in poor working conditions, increased the social distance between employee and employers and increased bureaucratization of all factors, resulting in an increase in monotony. Because of these factors personnel management began to get a lot of attention. The function of HRM has become even more important since 1980. There has been an absolute transfer from
HRM -- HR -- Impacts on Organizations What are the best strategies for Human Relations Management (HRM) and Human Relations professionals (HRPs) to improve the performance of their employees? There are several important strategies that relate to that question, and they are reviewed in this paper. The impact of Human Resource Management (HRM) on organizations is the subject of a peer-reviewed article in the International Journal of Human Resource Management (Dyer, et
Strategic Human Resource Management The focus of this work in writing is to answer the questions of what aspects of SHRM have made the writer of this work a stronger candidate to enter the business world and to discuss how this course affected the professional development of the writer as a student and as a person. No matter what the pursuit 'aligning with the mission' is critical to success. SHRM Strategic Human Resource Management
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