The paper “ Why Does Design and Implementation of Sets of Strategic Human Resource Practices Continue Lack Coherence and Consistency? ” is a thrilling example of the literature review on human resources. The design and implementation of sets of ‘ strategic’ human resource practices continue to lack coherence and consistency, primarily because the concept of ‘ fit’ is still so little understood. To this moment, there is no consensus in defining strategic human resource management. However, there is an agreement on the basic functions of strategic human resource management which involves designing and implementing practices and policies that are consistent with the aim of ensuring that human capital in any organization contributes to the achievement of its set business goals.
According to Atkinson and Lucas (2011), Human Resource Management is the process of applying, developing, and evaluating policies, procedures, and programs relating to an individual in the organization. This includes Planning, recruiting, training, selection, and developing employees. It contributes to customer satisfaction, productivity, and developing a reputation of the firm in the industry. It also involves employing people, developing, utilizing, and maintaining their capacities and finally compensating their services (Delery, 1998).
When an organization puts people’ s welfare as their key issue, it gets the best performance from its workers. Fit in accordance with (Chan et al, 2004) includes all planned human resource activities and deployments whose key intention is to help the organization achieve its goal. It is viewed as a step towards attaining organizational goals by applying some human resource activities that align with the firm’ s objectives. Designing and implementing strategic human resources is the process of coming up with strategic plans in an organization and putting the plan into action (Chan et al, 2004).
Coherence and consistency are the connection and agreeing with the strategies and human resource activities. Strategic human resource management designs and implements human resource practices that are aimed at enhancing strategic effectiveness in the firm.
Atkinson, C. and Lucas, R, (2011). Performance and reward in the employment relationship, Employee relations.
Chan, L.L.M., Shaffer, M.A., & Snape, E, (2004). In search of sustained competitive advantage: The impact of organisational culture, competitive strategy and human resource management practices on firm performance. International Journal of Human Resource Management, 15(1), 17-35.
Delery, J.E. 1998. Issues of fit in strategic human resource management: Implications for research. Human Resource Management Review. Vol 8 (3), 289-309
Gagne, M. and Deci, E, (2005). Self-determination theory and work motivation, Journal of organizational behaviour; vol. 26 issue 4.
Monks, K. and McMackin, J, (2001). Designing and aligning an HR system. Human Resource Management, 11(2), pp. 57–72.
Purcell, J. (1999) Best practice and best fit: chimera or cul-de-sac? Human Resource Management Journal, 9 (3), p. 26-41.