Concept of Strategic Human Resource Management - Coursework Example

Strategic human resource management Name of the Student: Name of the Instructor: Name of the course: Code of the course: Submission date: Define the concept of Strategic Human Resource Management (SHRM).Then discuss any three activities that a HR manager will need to undertake, using relevant examples to reinforce your discussion. Introduction Strategic Human Resource Management (SHRM) has been and still remains one of the most robust and significant ideas to have appeared in the realm of business management in the last two and a half decades. Subsequently, the policy makers at the levels of diverse governmental frameworks have borrowed on this idea with the sole aim of promoting ‘elevated performance workplaces’ as well as ‘human capital management’. In the corporate sector, the general idea that the manner in which the human resource is managed could be one of, if not the most integral factor in the whole range of competitiveness inducing variables has gained extensive acceptance in the course of this period (Salaman et. al., 2005). Against this backdrop, this paper will give a comprehensive definition of the concept of Strategic Human Resource Management. In addition, it will explore three activities that a HR manager will need to undertake, using relevant examples to reinforce the discussion. These activities are formulating and implementing HR programs, policies and practices, job and work design as well as fostering commitment and motivation of the employees. These are explored in the subsequent section. Definition In a generic sense, Strategic Human Resource Management practice can be perceived as the decisions as well as actions which are related to the management of the employees at all levels in the business. It is linked to the execution of strategies geared towards sustaining competitive advantage of the firm (Miller, cited in Pinnamaneni et. al., 2003). Additionally, Wright and McMahan (cited in Pinnamaneni et. al., 2003) defined SHRM as the pattern of planned deployment of human resource and activities aimed at enabling an organization to attain its goals. In this definition, there is the implication of four major components of SHRM. Firstly, this definition focuses on the human resource in the firm which is the core resource which is to be strategically harnessed as the primary source of competitive advantage. Secondly, there is the concept of activities which to a great extent highlight the human resource programs, practices and policies as a mechanism through which the people in the firm attain competitive advantage. Lastly, there is both pattern and plan which are a description of the goal and process of strategy which is described as the fit. Therefore, the people, planned pattern as well as practices in this definition are all significant in the achievement of the goals in the firm. Activities undertaken by the HR manager There are several activities which ought to be undertaken by the HR manager in any given firm aimed at the achievement of the organizational goal previously mentioned. Nonetheless, this analysis will major on three activities namely Formulating and implementing HR programs, policies and practices This is an integral undertaking of the HR manager. This can encompass training programs aimed at enhancing the level of skills and knowledge among the employees, performance appraisal systems among others. These undertakings have been cited as being key in employee retention as well as in elevating the performance of the organization. This is best epitomized by Hong et. al. (2012) who determined that the effectiveness of the undertakings by the HR manager in terms of appraisal system compensation, employee empowerment as well as training and development are the core factors for both the short-term as well as the long-term success of a firm in employee retention. In addition, some of these programs which are formulated and implemented by the HR manager, for instance training and development aid in the development of a climate of learning- a growth medium under which learning which is elf managed, mentoring, couching as well as training flourish (Caliskan, 2010). Different companies around the world have become cognizant of the imperative role of training and development, an undertaking which is often left to the HR managers who work in collaboration with other departments. This is best epitomized at Google Inc. whereby the company uses massive amount of funds in the employees training and development efforts aimed at promoting professional advancement and growth most notably through an education reimbursement plan (Work Institute, Inc., 2007). Furthermore, Tanveer et. al. (2011) determined that the evaluation of the employees by the HR manager, which is also referred to as performance appraisal is an integral operation in the firm as well as in enhancing the advancement of the employees. In addition, the process of rating the employees in an organization is also a key function in the sense that it aids in the identification of people for the leading positions in a firm. This ought to be followed by acknowledgement and reward of these employees, undertakings which are often left at the reserve of the HR managers in different institutions. Thus, the effectiveness of the HR manager in undertaking these tasks is imperative in not only expediting the performance of the organization towards the desired goals but also in retaining the employees in the organization. Fostering commitment and motivation of the employees This is yet another central undertaking of the HR manager. In this case, the HR manager ensures that the employees are highly motivated towards better performance as well as ensuring that they are extensively committed to their work. This can be through diverse mechanisms, for instance, reward and recognition mechanisms, providing leadership during turbulent times as well as being transparent and fair while hiring and firing the employees. All these practices are bound to motivate the employees towards better performance. This is best epitomized whereby the general undertaking of the HR manager to institute and execute an attractive reward and recognition system mostly for the best performing employees is bound to motivate them to even work harder towards better performance. On the other hand, the poorly performing employees are bound to increase their efforts towards improved performance in order for them to gain recognition and rewards in subsequent times. This imperative role of the HR manager’s undertaking of reward management has been fortified by Caliskan (2010) who revealed that this helps in developing motivation, commitment as well as job engagement as well as a discretionary behavior though rewarding and valuing individuals and collectives based on their contribution to the firm. In this regard, this can be viewed as a strategic practice which is undertaken by the HR manager which is integral in motivating the employees towards better performance as well as ensuring their long-term commitment to the organizational goals and objectives. Additionally, Caliskan (2010) determined that the undertaking of the HR manager to foster increased motivation, commitment and role engagement has positive impacts on the firm. This is whereby it encourages the employees to identify themselves with as well as act upon the central values in the institution. Moreover, they are capable of willingly contributing towards the achievement of the institutional goals. Lastly, this culminates in the development of an organizational climate founded on trust and cooperation, psychological contract and clarifying. Job and work design This is the last undertaking of the HR manager which will be explored in this analysis. In this case, the HR manager engages in the activity of designing the jobs and works of various individuals as well as collectives. This is best epitomized whereby the HR manager designates the roles and responsibilities of the sales and marketing teams dispatched to a particular location. Thus, the HR manager ensures that the team leaders are selected and the individuals are dispatched to localities where they are best suited to, for instance, young people being dispatched to promote a given product among the young consumers. In this case, this undertaking of job and work design by the HR manager has the overall impact of providing the individuals and teams with specific works and tasks which are both stimulating and interesting. They are thus able to extensively enjoy their assigned roles as well as increase their level of motivation. Additionally, the clarity in the job and work design by the HR manager ensures that the employees are afforded with adequate autonomy as well as flexibility to effectively and efficiently undertake their jobs (Caliskan, 2010). Lastly, this undertaking of job and work design by the HR manager has been perceived to be strategic in encouraging elevated productivity and performance among the employees based on the fact that it plays a critical role in enhancing flexibility and satisfaction (Caliskan, 2010). This is whereby the employees are mandated with undertaking the jobs which they enjoy and with team mates with whom they are flexible with. Conclusion The preceding discourse has evidenced that the concept of strategic Human Resource Management (SHRM) has gained elevated prominence in the recent decades. In addition, the paper has forwarded different definitions of SHRM as well as some of the major components which underpin this concept. The review has also explored three activities that a HR manager will need to undertake, namely formulating and implementing HR programs, policies and practices, job and work design as well as fostering commitment and motivation of the employees. References Caliskan, E.N. (2010).The impact of strategic human resource management on organizational performance. Journal of Naval Science and Engineering, 6(2): 100-116. Hong, E.N. et. al. (2012). An Effectiveness of Human Resource Management Practices on Employee Retention in Institute of Higher learning: - A Regression Analysis. International Journal of Business Research and Management (IJBRM), 3(2): 60-79. Pinnamaneni, N. et. al., (2003). Strategic Human Resource Management. Retrieved May 7th 2013 from http://business.troy.edu/Downloads/Publications/SIRHRC2003/2003SIRHRC/SHRM.pdf Salaman, G. Storey, J &  Billsberry, J. (2005). Strategic human resource management: Defining the field. In S. Graeme, S. John & B. Jon. (eds.). Strategic human resource management: theory and practice. London: Sage Publications Ltd. Tanveer, Y. et. al. (2011). The way human resource management (HRM) practices effect employees performance: A case of textile sector. International Journal of Economics and Management Sciences, 1(4): 112-117 Work Institute, Inc. (2007). Why is Google so great?. New York: Great Place to Work Institute. Read More