The paper 'Strategic Human Resource Management in the Contemporary Organizational Environment" is a perfect example of human resources coursework. In the contemporary organizational work environment, a company’ s competence is greatly correlated with intrinsic talent and the overall human capital management, which consistently cultivate transformation in human resource management (HRM). Kovach (1996) presents HRM as a contemporary approach that directs strategic and sustained management of human capital: at individual and collective levels. Essentially, strategic HRM (SHRM) is an integrated system of intertwined policies built around ideological and philosophical concepts. This is to imply that SHRM is a constellation of diverse beliefs and assumptions, and a new strategic approach in formulation and deployment of decisions regarding human capital management.
Additionally, successful implementation of transformative SHRM revolves around strategic involvement of line managers and optimal utilization of all talent development concepts that shape competence driven organizational culture (Kovach, 1996). Contemporary human resource management (HRM) continually evolves towards achieving competitive advantage in the market by attracting, retaining, and optimizing talent. To overcome the upheavals associated with globalization and increased competition, organizations persistently seek radical changes and HRM policy and procedure-oriented strategies that not only increase personnel efficiency but also harness loyalty.
Summarily, Dhar (2008) observes that the focus of current HR management is on creating viable strategies, aligning them with corporate goals, and realizing organizational objectives effectively. Models of SHRM The Matching Model The term matching model in this concept stems fro assertions by Fobrrun, Tichy, and Devanna (1984), who argued that any sustainable and effective HRM system and the prevailing company structure should be controlled in a manner that the practices are in synchrony with organizational strategy.
This model supports the human resource cycle (Figure 1) (selection, appraisal, rewards and development), that underscores the lifeline of an effective HRM system. The selection element implies the lean aspect that requires matching of talent with the available job, and appraisal supports a continual process of measuring performance. The matching model comprises rearwards as an important SHRM component that ensures the tallying of talent assignment with financial benefits. Development is another important component worthy mentioning in that it ensures the strategic advancement of employee performance through high-quality skill endowment and improvement. Figure 1: Human Resource Cycle The Harvard Framework The Harvard model is another important discourse worth discussing in this context in that it promotes the resilience doctrine within the organization’ s SHRM by providing a basis for resolving all historical personnel management problems.
Sims (2007) argues that in the contemporary organizational environment, the intrinsic external pressures are complex and sophisticated, and demand strategic perspectives, especially in the personnel resources. Rowley & Jackson (2010) asserts that SHRM comprises all management decisions and actions that influence relationships within and without the organization particularly the human capital. At the core of the Harvard, the model is that line managers must accept the nature of their portfolio that entails more responsibilities that matter in SHRM by integrating organizational goal with personnel management policies.
Additionally, it emerges from the model that the management must recognize the crucial role of the personnel in the formulation of policies and make decisions that concern how human resource activities are created and implemented. The general aim of SHRM is to facilitate the achievement of organizational competitive advantage through the most important company asset: human component.
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