Strategic Human Resource Management - PRT Company - Case Study Example

Name: Institution: Course Tutor: Date: Human Resource Management (HRM) Introduction In strategic perspective, the term ‘Strategic Human Resource Management,’ brings out the logic of human resource management. For the above to happen, there have to exist a relation that is made with the process of strategies, through which the objectives of a given organization are run. Suppose a given organization is to successfully function, there needs to be a good interrelationship among policies at various levels. Strategy is the key-word and acts as a cornerstone in the perfect and effective management in any company (Cieri, 2007). Good strategies means good management and vice verse. It entails the development of position group of practices, plans and strategies to enhance achievement of the aims of the organization. It takes into account the suggestion of corporate policies for all systems of Human Resources (HR) in a firm and this is made so by means of translating aims of the company into exact peoples’ management (Kramar, 1999). This raises a question whether Strategic Human Resource Management (SHRM) is central to organizations’ strategic management processes, as it deals with people rather than profit’. It also brings out an investigation requirement on the importance and roles of Human Resource Management in a given company. A research was conducted to confirm the above statement. Strategic Human Resource Management (SHRM) is an approach to decision making in the organization concerning the people-essential components of the business strategies of the organization. It deals with the activities that are HR related and are needed in the support of the aggressive strategies of the firm (Price, 2007). Strategic Human Resource Management (SHRM) is mainly cornered with the measures and resolutions that concern employee’s management at all the levels in the organization and which are geared towards sustaining and the creation of aggressive merits in the firm(this is according to Wilkinson, 2009 in the case of PRT company). Strategic Human Resource Management (SHRM) may contain several meanings as different scholars and practitioners have given out various definitions. According to Schuler, 2004 (SHRM) refers to the general direction that association wishes to pursue in obtaining its goals and this is through people. Strategic Human Resource Management (SHRM) can be taken as approach that is concerned with the issues of the people as a fraction of the strategic management desire of organization. It is concerned with the macro-organizational and this concerns linking to, arrangement and ethnicity, the efficiency and outcome of the organization. It links the future needs of the business and how change should be managed. In general and in summary it might mean the use of setting up, marching Human Resource Management (HRM) and the policies. It also concerns considering the people that are ion firm, as a strategic resource for getting aggressive merits (Price, 2007). Research Methodology The research was carried out in PRT Company. Different methods of data collection were used to verify the research statement. The research was conducted in investigation of how different Human strategies influences organization and whether Strategic Human Resource Management (SHRM) is central to organizations. PRT Company was used. In the research, leadership, culture, strategic plans, communication, and recruitment strategies were investigated in the company. Secondary data was as well used. These were the past records of the company. The research method was interview. The respondents were the members of the managerial system of the company. They were from both the higher and the lower managerial levels. The majority were from lower levels as they could provide more valid information and seemed to be guanine in their replies. The anonymity of the respondents was protected by not identifying them. All study features were examined (Loosemore, 2003). Results and deductions The research confirms that (through the use of both research and practical evidence ) for sure, in all the organizations and firms, Strategic Human Resource Management (SHRM) is central to organizations’ strategic management process as SHRM deals with people rather than profit.’ SHRM can be taken as the engine of a company (Cieri, 2007). Diversification and expansion of the company requires improvement and adoption of certain HR strategies. The leadership should be developed so that it can operate in better atmosphere. The leadership team should be changed. The composition of the leaders requires increment of their level of leadership competencies in order contain advanced transformational style. This is as per the condition that was realized that, leaders are chosen from among the employees. Price, 2007 said that to lead, one separates. The leaders of the company once selected get it difficult to separate from the other members whom they were working with. All the leaders, especially the top, should be fresh members in the company. Leaders with low leadership capabilities should be given training and adjustments according to the requirements of the company (Loosemore, 2003). According to the research it is quite evident that the relation of different officers in the company is still low. The level of communication needs improvements. Continuous and effective internal communication network should be established in future. This will enhance the efficiency and the speed of which messages are passed from one level to the other. Efficient strategies for external communications should also be developed. Since this cannot be obtained in separation, the company should design a given framework to aid in the assistance decision making and give provision of basis for communication. Human Resource communication policies should be an integral portion of the communication strategies of the department. This will enhance business performance and employees’ commitment and engagement to their organizations and levels of operations (Dowling, 2005). For the integrity of the proficient of arms, a new culture must be developed. A new ethnicity will encourage the growth of competent leaders. It will enhance learning among other factors in the company. The method of recruitment should be improved. All the applicants for a given rank should be thoroughly interviewed and the best chosen among. This has not been so in the company for the last years, where a new member is just fixed into the system without some thorough processes passed (Wilkinson, 2009). All the employees who find it difficult to cope with the situation in the company should be reallocated to other departments’ where they are convenient than being deployed. This has resulted to the company lacking skilled workers. It also results to high levels of unemployment in the areas around the company. Interview gave the result that the company had been affected by high unemployment rates. In case there needs to be any improvement in the company then, the employees should be notified appropriately (Price, 2007). The cases that entail the introduction of new techniques and methods, the employees should be trained as per the new requirements. There needs to be regular assessments to make certain that the directions, efforts and feedbacks of the company are as per the strategies of HR. All the skilled workers should be retained to avoid brain drain. It also minimises the capital spent of the training of the new employees. Employees should also be assigned as per their interest and skills. Though the company had developed a method of promoting its employees by giving them incentives, but this has not perfectly worked. All the employees were given the same quantity of incentives after a given duration (Dowling, 2005). The incentives were given for the first year but eventually perished when the new manager came (this is according to the data that was obtained through interview of one male). New methods of giving incentives should be introduced in future. This will renew the process and performance shoot. In the recent past, the company has used branding as a method of product promotion. This method has not worked out effectively due to lack of advertisements. It was indicated that in 2008 when the company introduced new branding method, there resulted an increment of the purchase of its products by only 0.03%. This is still low as per Schuler, 2008 who said that when the branding is done there should be an increment by above 3% of the total sales. This method seems to have not worked perfectively and it is recommended that the company tries advertisement and price reduction method (Loosemore, 2003). This can yield as their prices are too high as compared to the complements of the product. All this are to be run by Strategic Human Resource Management (SHRM) in conjunction with other departments (Dowling, 2005). Conclusion Human Resource Management (SHRM) is very important in the company though is faced by various challenges. Factors that affect Human Resource Management cannot be eliminated but can only be reduced to low levels. And the research and other theories from various books have proved that Strategic Human Resource Management (SHRM) is central to organizations’ Strategic management processes. It is more concern the employees and has very little role to place in other sectors. It deals with employees rather than profits. The organizational outcomes are based on it and improvements favour in SHRM leads to greater outcomes in the long run. Work cited Cieri, D. (2007). Human resource management in Australia: strategy, people, performance. Pg342-353. 3rd edition. ISBN 0070135037. McGraw-Hill Australia, Publishers. Dowling, P., Festing, M., and Engle, A. (2005). International human resource management: managing people in a multinational context. 5th edition. Pg 201-211. ISBN 9781844805426. Cengage Learning EMEA Publishers Kramar, R. (1999). Australian human resources management: current trends in management practice. Volume 2. Allen & Unwin Publishers. ISBN 9781875680610 Price, A. (2007). Human Resource Management in a Business Context. 3rd edition. Pg 102- 108. ISBN 9781844805488. Cengage Learning EMEA. Schuler, R. et al. (2008). Personnel/human resource management in Australia. Harper & Row Publishers. From University of California.. Schuler, R. et al. (2004). International human resource management: policy and practice for the global enterprise. Pg 35- 45. 2nd edition, Volume 5 of Global HRM Series. ISBN 0415338344. Routledge Publishers. Loosemore, M. et al. (2003). Human Resource Management in Construction Projects. Strategic and Operational Approaches. Pg 98-113. Routledge Publishers. Wilkinson, A. et al. (2009).Contemporary Human Resource Management: Text and Cases. Pg 89-102. 3rd Edition. ISBN 0273716336. Prentice Hall Publishers. Read More