The paper "HRM Managers Have Choice in Designing and Implementing an HR Strategy" is a good example of human resources coursework. The strategy is a theme that unifies the decisions and actions of an organization or individual through the provision of direction and coherence. It is the process through which the objectives of a firm or organization are achieved. It involves specific goal focusing, resource allocation and consistency, cohesiveness or integration of actions and decisions (Belanger, Edwards & Wright 60). It ensures that an individual or an organization wins in its goals and objectives.
The strategy is different from a plan and usually is not made explicit. It involves putting resources to good use in order to establish a competitive edge over other firms (Pfeffer 105). Human resource management involves the management of people. Human resource strategy is a process of management, which forms part of the formation of emergent strategy (Paauwe & Boselie 60). Human resource strategy helps in creating ways that manage people in such a way that the goals of an organization are realized. The successful performance of many companies is a result of outstanding management of employees.
Thus, HR practices which are innovative result in increased output per employee. It is widely agreed that human capital if well managed can offer a firm a competitive advantage and that human capital is directly influenced by the HR practices of a firm. Furthermore, it is agreed that the inimitability of a company system can be enhanced by the complex HRM systems. People contribute to the efficiency and effectiveness of a firm and cannot be replicated by a competing firm.
They also fulfill a unique function in an organization and they cannot be bought in the market. Best HRM practices Various factors influence the performance of employees. These include job security, a new personnel hiring process that is selective, teams which are self-managed and a process of decision making which is decentralized, compensation contingent which is comparatively high, training which is extensive, reduced barriers and distinction in status and sharing of information concerning the performance and financial status of the company (Purcell 35). A company that has invested much in the selection and training of employees loses these strategic assets when it layoff these employees.
Thus, it incurs more costs and loses a competitive edge over other firms since they can employ this workforce and become more competitive than the company that retrenched these employees. Selection of outstanding personnel ensures sustained advantage in terms of competition of a firm. Teams that are self-managed act as a building block to the organization. Compensation contingent who is high is critical in attracting and retaining personnel, which is of high quality (Belanger, Edwards & Wright 54).
Training of personnel ensures that employees remain outstanding in professional expertise, are able to utilize opportunities in all situations and are forefront in the product knowledge. Reducing the status difference encourages open management and thus encourages equality in the workplace. Information sharing encourages communication and trust in a company setting. Therefore, a firm that has employees with unique and valuable skills and capabilities has a competitive advantage over other firms.
Belanger Jaques, Edwards Paul & Wright Martyn. “Best HR Practice and the Multinational Company.” Human Resource Management Journal 9.3 (1999): 53-70
Boxall Peter, Purcell John & Wright Patrick. The Oxford Handbook of Human Resource Management. Oxford: Oxford University Press, 2007.
Garavan Thomas. “A Strategic Perspective on Human Resource Development.” Advances in Developing Human Resources 9.11 (2007): 11-30
Grant Robert. Contemporary Strategy Analysis, 7th Ed. New York: Wiley Publishers, 2009. Pp. 3-30
Kochan Thomas, McKersie Robert & Cappelli Peter. “Strategic Choice and Industrial Relations Theory.” Industrial Relations 23.1 (1984): 16-39
Lengnick-Hall Mark, Lengnick-Hall Cynthia, Andrade Leticia & Brian Drake. “Strategic Human Resource Management: The Evolution of the Field.” Human Resource Management Review 19 (2009): 64-85
Marchington Mick & Grugulis Irena. “‘Best Practice’ Human Resource Management: Perfect Opportunity or Dangerous Illusion?” International Journal of Human Resource Management 11.6 (2000): 1104-1124
Paauwe Jaap & Boselie Paul. “Challenging ‘strategic HRM’ and the relevance of the institutional setting.” Human Resource Management Journal 13.3 (2003): 56-70
Purcell John. “Best Practice and Best Fit: chimera or cul-de-sac?” Human Resource Management Journal 9.3 (1999): 26-41.
Pfeffer Jeffrey. “Seven Practices of successful organizations.” California Management Review 40.2 (1998): 96-122
Tyson Shaun. “Human Resource Strategy: A Process for Managing the Contribution of HRM to Organizational Performance.” The International Journal of Human Resource Management 8.3 (1997): 277-288