The paper "Strategy and Human Resource Management" is a wonderful example of a Management Assignment. Human assets are some of the most important functions of any business organization. Where the correct model of the directorate is conspicuously missing, there are observable variabilities with the organization that has employed the desirable approaches towards managing their human resource. My role as an HR consultant would be to evaluate the direction the client organization heads. I would assess the differences between the two approaches, traditional and strategic, and fro there examine the results that my client intends to achieve.
Strategic human resource management (SHRM) entails carrying out all the activities of the Human Resource department like recruitment and selection of individuals to perform specific tasks. In this approach, the department links all its goals to the motto and the philosophy of the organization. The goals are long term, and this strategy focuses on the growth of the organization. The employees are thus trained to focus on what the organizational management has put in place, not only what the department heads have laid down. On the other hand, the traditional (transactional) approach carries out all of the HR department's activities with a special inclination towards the goals of the department.
The organization's philosophy goes unchecked. More often than not, the goals are short-term. Such a body tends to come up with goals to achieve within a given time-frame. As a consultant, I need to weigh several decisions made by the HR department. Factors I will put into consideration include; the relationship between the HR department and the goals of the organization. If the goals are in tandem, the conclusion is they use the SHRM while otherwise means they have employed the traditional approach. The periodicity of the objectives is another factor.
The traditional approach has short-term goals while the SHRM has long term goals. I would evaluate the goals the department has laid down and the objectives they intend to achieve with it. If they wish to make profits in the short-term without considering the future of the organization, the approach is traditional and vice versa. The attitude towards employees is the third factor. The HR department needs to look at the workers as the most valuable of assets and not as a liability.
If the employee's grievances and welfare fall on deaf ears, the success of the organization is short-lived as the employees might be tempted to look for environments where their welfare is minded. Organizations that employ the strategy of employees as liabilities are traditional while those that view them as assets are strategic. The stakeholders' contribution is another factor I will consider. Where the stakeholders insist on the organization adopting new policies and strategies that are in place, the institution most likely uses the traditional approach.
Stakeholders' contributions and pressure may not hold water when the organization has adopted innovations to manage its departments, especially HR, on the other hand. Other factors I would put into consideration are job designs (teamwork), the flexibility of the workforce, and practices designed to improve quality. Positive results are the active SHRM while negative analysis shows the traditional approach.
Boxall, P. & Purcell, J. (2016). Strategy and human resource management (4th ed.). Hampshire
UK: Palgrave Macmillan.
Boxall, P. & Purcell, J. (2011). Strategy and human resource management (3rd ed.). Hampshire,
UK: Palgrave Macmillan.
Clinton, M. & Guest, D., (2013). Testing universalistic and contingency HRM assumptions,
across job levels. Personnel Review.