The paper "Aims of Strategic Human Resource Management" is a great example of a Management Case Study. Human resource management entails harnessing of a company’ s workforce with available resources to meet the goals and objectives of the business entity (Fuller, 2012). However, new concepts like strategic human resource management are now commonly used to effectively manage people in organizations. In this case, strategy defines the direction in which an organization intends to move and establishes the framework for action to get there (Fuller, 2012). Thus, strategic human resource management links all Human Resource activities to the strategic objectives of the organization which must reflect accurate values of such entities.
The organization management judges policies, plans, and objectives by how effective they aid in achieving strategic business objectives. In a real sense, strategic HRM reflects the intention of the organization and its plans on how to achieve its business-related goals through people or human resources (Richard, 2000). The concept is basically based on three suggestions or propositions. Firstly, human resources forms the basic source of the company’ s competitive advantage and secondly, people are responsible for strategic plan implementation (Rodwell & Teo, 2004).
Finally, companies must adopt systematic approaches to define where the organization wishes to go and how to get there. Strategic management and strategic human resource management objectives. Strategic management entails the strategic formulation of all business policies for the effective management of the workforce (Richard, 2000). It also involves the strategic formulation of the objectives and missions of the company. On the other hand, the concept entails a detailed environmental analysis by looking at both the internal and external environment of the firm.
In this case, the management will be able to use strategic management to determine external and internal factors that affect the business. Moreover, this concept involves strategic selection as well as the implementation of business or management approaches that are applicable to the business type that the organization engages in (Rodwell & Teo, 2004). Nonetheless, SHRM requires evaluation of the organization's performance and feedback thereby keeping the company on track relative to its competitors. To meet the above activities, objectives of SHRM as well as its activities must also be put into consideration.
Therefore, they must be measurable and activities should include accomplishment of the set deadlines. Besides, activities and objectives must be able to identify key stakeholders and involve them so as to ensure needed or necessary collaboration. Finally, strategic human resource management must be able to identify the people responsible for the implementation of these objectives. The meaning of SHRM. Generally, SHRM emphasizes actions aimed at differentiating a company from the competitors (Richard, 2000). The concept is based on some definitions that include embracing planning and the use of coherent as well as comprehensive approach in design and personnel management.
The concept also uses systems that incorporate employment policies and strategies of the workforce. Moreover, strategic human resource management sees people as the strategic resources in achieving competitive advantage. Strategic human resource management as a concept addresses organizational issues at a broader spectrum and focuses on issues that relates to its structure and the overall culture run (Rodwell & Teo, 2004). On the other hand, it entails effectiveness and organizational performance, matching resources to the forecasted requirements, developing distinctive capabilities, change and knowledge management (Stephen et al, 2008).
Concisely, SHRM concerns process capabilities development and requirements of human capital. This means that concept aims to effectively get the organization going. In a nutshell, the concept deals with human resource issues that influence or are influenced by strategic plans in the organization (Rodwell & Teo, 2004).