Essays on Critical Perspective of Strategic Human Resource Management Coursework

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The paper "Critical Perspective of Strategic Human Resource Management" is a great example of human resources coursework.   The essay is focused on the critical perspective of strategic human resource management. The essay assesses the role of the human resource department in the process of strategic human resource management. The various models of human resource strategies which include the “ Hard” mode and the “ Soft” model as choices to a company have also been discussed in the essay. The assay moreover outlines the importance of strategic human resource management to the successes of implementing the overall objectives of a company. Introduction Strategic human resource management is defined as the management of the company’ s human resource with the aim of achieving the goals set forward by the company.

It came about due to managers recognizing the importance of effectively managing their employers as a source of competitive advantage to the company. It is focused on the issues concerning the employees of the company such as hiring and firing, salaries, incentives and benefits, training and overall administration. Components of strategic Human Resource Management Systems/holistic perspective Strategic human resource management is different from the traditional human resource management because its main focus is on the overall performance of the organization and not the individual.

It also applies human resource systems in finding solutions for the company’ s problems. Human resource strategy aligned with business strategy The human resource fit is defined as the process of aligning human resource activities to the business strategy in order to aid in achieving the goals and objectives of the company. There are two types of human resource fit which are the vertical fit and the horizontal fit.

The vertical fit is the extent through which the human resource management practices are aligned to the strategic management process of the firm. The horizontal fit, on the other hand, refers to the extent through which human resource management practices are consistent with business strategy. The company’ s business strategy is influenced by external and organizational factors. The external factors include the market situation, the nature of the competitors in the market, the labor market which is the availability of qualified workforce and government restrictions in terms of policies and laws (Randall 2007).

The organizational factors, on the other hand, are derived from the various departments of the company. The organizational factors that are derived from the human resource department include employee competencies, human resource policies and practices, cultural factors, management of the employees and structural features. Human resource as a strategic business unit Successful strategic human resource management involves the company recognizing the human resource department as a strategic unit and involving the department in the formulation of the business strategy. The inclusion of the human resource manager in the formulation of the business strategy is very important.

It means that the company values the employees and views them as a competitive advantage. The nature of strategic human resource management is that it is a proactive way of managing the employees of the organization. It involves careful planning of strategies to meet the overall needs of the company’ s workforce. Successful satisfaction of the employee needs means that the company will be able to meet its own goals. The needs of the employees can be met through training programs or simply introducing alternative work practices to ease the difficult situations experienced by employees in managing their private life and work.

However, when planning for the employees it is important to keep in mind what the employees want and what the company can offer for example small medium-sized companies can easily offer commissions to employees while large-sized companies can provide for training programs and salary increments.

References

Singh, K. (2003). Strategic HR orientation and firm performance in India, International Journal of Human Resource Management, 14 (4): 530-543. Budhwar, P.S., & Sparrow, P.R. (2002). Strategic HRM through the cultural looking glass: mapping the cognition of British and Indian managers. International Journal of Human Resource Management, 23 (4): 599-638.

Colbert, B. A. (2004). The complex resource-based view: Implications for theory and practice in strategic human resource management. Academy of Management Review, 28(3): 341-358

Wright, P. M., Gardner, T. M., Moynihan, L. M., & Allen, M. R, (2005). The relationship between HR practices and firm performance: Examining causal order. Personnel Psychology, 58: 409-446.

Pfeffer, J. (2005). Producing sustainable competitive advantage through the effective management of people, Academy of Management Executive

Colbert, B. A. (2004). The complex resource-based view: Implications for theory and practice in strategic human resource management. Academy of Management Review, 28(3): 341-358.

Ericksen, J., & Dyler, L. (2004). Toward strategic human resource management model of high reliability organization performance, Center for Advanced Human Resource Studies, Ithaca, NY

Combs, J. G., & Smith, K.G (2006), Knowledge exchange and combination: The role of human resource practices in the performance of high technology firms. Academy of Management Journal, 49: 544-560

Boxall, P. and Purcell, J. (2003) Strategy and Human Resource Management, Basingstoke: Palgrave Macmillan

Storey, J. and Salaman, G. (2005) Managers of Innovation, Oxford: Blackwell.

Randall S. Schuler (2007), Strategic Human Resource Management. Wiley

Kazmi, A; Ahmad, F (2002) Differening Approach to Strategic Human Resource Management Journal of Management Research Issue 3 p133, 8p

Barney, J. B., Ketchen, D. J. & Wright, M. (2011). The future of resource-based theory: Revitalisation or decline? Journal of Management, 37(5), 1299-1315

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