Aims of Strategic Human Resource Management - Case Study Example

Human resource management Name: Institution: Introduction Human resource management entails harnessing of a company’s work force 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 the organizations. In this case, strategy defines the direction in which an organisation 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 real sense, strategic HRM reflects the intention of the organization and its plans on how to achieve its business related goals through people or the human resources (Richard, 2000). The concept is basically based on three suggestions or propositions. Firstly, human resource 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 organization wishes to go and how get there. Strategic management and strategic human resource management objectives Strategic management entails strategic formulation of all business policies for the effective management of the workforce (Richard, 2000). It also involves 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 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 affects the business. Moreover, this concept involves strategic selection as well as 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 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 on 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 organization (Rodwell & Teo, 2004). Aims of Strategic Human Resource Management Rationale of SHRM is the organizations perceived advantage for developing people management approaches in the long run (Rodwell & Teo, 2004). The underlying concept of this rationale is achieving a competitive advantage through human resource management. A fundamental aim of the SHRM is the generation of strategic capabilities by making sure that the management has committed skilled and motivated employees for achieving sustainable competitive advantage. It aims at providing clear directions in turbulent environments for meeting needs of both the organization and employees through practical Human Resource policies and its programs. The aims of SHRM must take into consideration how these strategies fulfill the interest of stakeholders, employees, management and owners (Stephen et al, 2008). For instance soft SHRM emphasizes human relations by stressing communication, continuous development, involvement, employee security and ethical considerations. In the contrary, Hard SHRM focuses on achieving soft HRM objectives whereby the organization invests on human resources in the business interest (Stephen et al, 2008). Three stakeholders that a HR manager will need to satisfy Stakeholders are individuals, groups or organisations that are affected by or have a vested interest in an organisation’s policies or decisions (Fuller, 2012). There are various stakeholders that human resource managers must satisfy which include the business owners, employees and management. The employees Employees provide the basis for human resource management since they are the people who are managed as the human resource. A human resource manager has the obligation to ensure that he or she meets the needs of these employees (Fuller, 2012). Firstly, the human resource manager must make sure that employees receive their pays and benefits. This means that employees must receive rewards from their efforts. They must receive proper and timely payments because such actions lead to employee retention in the long run. Moreover, the human resource manager must provide proper working conditions or environment by ensuring that the company puts health and safety initiatives in the firm. Employees need to fill satisfied in the jobs and tasks thus, as a hum resource manager, an individual needs to make sure that employees receive better treatment and get rewarded for the tasks they perform. The manager must put incentives of training and developing employees since it will give them the much needed opportunity for advancement as well as their diversities (Fernando, Pedro &Gonzalo, 2013). The human resource manager must also put incentives of looking into the welfare of the employees. For instance, he or she may encourage them to join workers union that will help them air their grievances at both the organizational and national level. Management Human resource manager is also answerable to top management like CEOs and General Managers (Fuller, 2012). Management always needs profitability in the business entity thus the human resource manager must be able to manage the workforce with limited resources so as to achieve maximum outputs. On the other hand, the management focuses on costs therefore; the human resource manager must be able to control the company spending with regard to managing people in the firm. Most importantly, the management obliges its employers to embrace proper organization ethics. This means that a human resource manager must behave in proper way and treat employees as well as colleagues with utmost respect. The management also requires human resource managers to ensure proper organizational development (Fuller, 2012). Human resource manager must put in incentives for responding to environmental changes. For instance, the management may want human resource manager to make the firm cope to external environments like technological developments, changes in the organizational tasks, structure and techniques. On the other hand, the human resource manager can also change other aspects like attitudes, practices and values that the management requires so as to make it cope with the dynamic work situations. Moreover, the management also obliges human resource managers to embrace and focus on conflict management and team building (Richard, 2000). A qualified human resource manager must be able to organize human resources or the work force in such a way that they enjoy working in the organization and ensure that they have good interpersonal relationships. Nonetheless, the management requires human resource managers to work in conjunction with relevant experts of behavioral sciences in developing the human resource through problem diagnosis, data collection, data feedback to the management, introducing specific interventions and evaluation. The management always realizes the need of organization development that makes sure that there is a proper interpersonal relationship within the firm which is the responsibility of the human resource manager. Customers or consumers Consumers are centre of focus of organization hence the human resource manager must have the ability to maintain customer relations within the company (Fuller, 2012). To do so, the he or she must identify their needs and satisfy them. Firstly, the customer need proper pricing of goods and services. The human resource manager must be able to explain to the esteemed customers in case of price variations to avoid loss of consumer base. On the other hand, customers need quality products, a responsibility a responsibility that rests with human resource manager to evaluate production processes so as to ensure that they result in quality products. Furthermore, customers need convenient and good services. The management, through human resource manager, must train and develop employees on the need to deliver quality services to the customers. Finally, customers buy from companies and business of good reputation which is the responsibility of the human resource manager. A god reputation in this context entails keeping a good corporate image of the company through embracing of ethically sound practices in the organization (Stephen et al, 2008). In general, the customers will always blame human resource managers if they do not get quality of services in such organizations. References Fernando, M. A., Pedro, M. R. F. & Gonzalo, S. G. (2013). Workforce diversity in strategic human resource management models: A critical review of the literature and implications for future research, Cross Cultural Management: An International Journal, 20(1), 39- 49 Fuller, T. (2012). Strategic human resource management. Austria: Jay Wiley & sons Richard, U. (2000). Strategic Human Resource Management, Personnel Review, 29(6)816-821 Rodwell, J. & Teo, S.T.T. (2004). Strategic HRM in for-profit and non-profit organizations in a knowledge-intensive industry: the same issues predict performance for both types of organization, Public Management Review, 6(3), 311-31. Stephen T.T., Bhavini, L., David, B. & Teemu, M. (2008). Strategic human resource management and knowledge workers: A case study of professional service firms", Management Research News, 31(9), 683-696 Read More