Strategic Human Resource Management

Topics: Human resource management, Strategic management, Human resources Pages: 9 (1915 words) Published: June 29, 2015
Strategic Human Resource Management
Lo 1: Understand how the strategic management of human resources contributes to the achievement of organization objectives. Importance of Strategic Human Resource Management
Strategic human resource management is the process of integrating human resources function with the strategic objectives of the organization. In, order to achieve organization goal. The next section explores how human resource management has been modified to reflect the step changes in markets and production requirements over time. We will describe the nature of the changes to major business eras, leading to an appreciation of how skills requirements have reflected these major changes. After explaining what is meant by strategy, the third section develops key strategic issues in human resource development. We will also investigate how human resources can play a profoundly important part in developing and implementing strategy within an organization. Next, the emergence of human resources as a strategic issue is explored in greater depth. This section explains the critical differences between many Western firms’ and Japanese approaches to human resource development. We will show that human resource development needs to be in place alongside other important human resource issues, including industrial relations, and describe how human resources can become part of the core competence of an organization.

The main things why the strategic human resource management? It should be self -confident. Organization consists of people, and so the development of these people should be a key task of organization. If people were to speak to senior – level managers within firms they would, typically, identify how important their staff are. However, these same senior –level managers will often concentrate on slashing budgets related to human resources development. They may also have no qualms about downsizing the number of employees at the same time. What is sometimes not clear, though, is that people really do matter in organizations. People matter because in the highly competitive environment which firms now face, human capital has become a precious commodity is gaining any short of advantage over other firms. Human Resource Development is a vital area for firms because ideas for innovation, quality and continuous improvement, as well as other critically important inputs needed to compete in the modern, highly competitive business world, come from people and not from machines. The extent to which people will provide suggestions for improvements in all forms will depend, to a large extent, on human resource development strategies within firms. The need to develop human resources on an ongoing basis has not always been so prominent. However, the overwhelming evidence seems to be that organizations do not fully understand the strategic importance of human resource development. Many firms are too quick to downsize or ‘right size’ in the pursuit of cost-cutting initiatives. Other strategic decisions, including mergers and acquisitions, may threaten the culture that had human resource development as part of its core capabilities. 1.2 Purpose of Strategic Human Resource Management Activities The fundamental purpose of strategic human resource management activities is to generate strategic capability by ensuring that the organization has the skilled, engaged and well-motivated employees it needs to achieve sustained competitive advantage. In according with the resources – based view as described Boxall theory, the strategic goal will be to create firms which are more intelligent and flexible than their competitors by hiring and implementing more talented employee and by improving their skills base .Strategic human resource management is largely about integration and adaption. It purpose is to ensure that Human resource management is fully integrated with the strategy and strategic needs of the firm. Human...
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