The paper "Strategic Human Resource Management" is a good example of human resources coursework. Human resources are people’ s contribution to the organization in terms of efforts, skills, and capabilities to enable it to continue existing (Salaman, Storey & Billsberry 45). SHRM is a distinctive approach to the management of people in such a way that the firm attains a competitive advantage via the development of a workforce that is highly committed and skilled in carrying out their duties to fulfill the goals and objectives of the firm. From this definition human resources is concerned about bringing together the skills of employees of a firm in order to keep it alive (Armstrong 65).
To move from HRM to SHRM involves the management of the human capital of a firm in such a way as to attain some type of competitive advantage. The SHRM is concerned with ensuring that the workforce is committed to attaining the goals and objectives of a firm in addition to ensuring that the employees are highly trained for the job held in order to give the firm a competitive advantage To make human resource management strategic there ought to be an integration of human resource management and corporate strategy.
The formulation of the human resource management policy is also placed at a strategic level to attain SHRM (Hernandez 13). In order to come up with SHRM, the resolution of human resource problems must link HRM and strategy formulation at an early stage and the resolution of strategy implementation problems should be done by early adjustment of these strategies (Chanda, Krishna & Shen 77). In the definition of SHRM, the authors agree that human resource cannot be used to resolve hiring problems at the last minute.
Thus, SHRM requires that human resources be involved from the initial planning stages in terms of the required human resources (Schuler & Jackson 16). This allows human resources to make need analysis so as the only the required human resources are hired. This also allows human resources to make any adjustments to fit new or changed strategies for the company (Mello 32). Some authors argue that for human resource management to be strategic it must fulfill the following requirements (Salaman, Storey & Billsberry 38).
First, management ought to be active and not reactive. Second, the policies should be highly integrated. Third, the role of orchestration should be played by senior management. Finally, senior management should be involved in articulating the policies of the firm. Considering the above description of SHRM, we can say that the concept of SHRM is not all about hiring new employees but instead, the HRM is an important part of the strategy formation of a company. The roles of the SHRM thus involve recruitment, selection, hiring, and development of employees of a firm to give the organization a competitive edge in terms of labor.
It is also apparent that for the concept of SHRM to be successful, the senior management ought to be involved in articulating the firm’ s policies (Hernandez 26). The senior management also ought to give authority and respect required to make the HR department to be a vital organ of the firm’ s strategic vision (Mello 41). The senior management is required to take an active role in the provision of human resource needs to ensure it attains the set strategic plans.
Thus, the senior management should be ready to communicate with human resource managers in addition to listening to them. Therefore, for an HRM to become SHRM the human resource should be involved in planning for human resources instead of playing a reactive role.
Armstrong Michael. A handbook of human resource management practice, 10th Ed. London: Kogan Page Publishers, 2006.
Chanda Ashok, Krishna Sivarama & Shen Jie. Strategic Human Resource Technologies: Keys to Managing People. New York: SAGE, 2007.
Condrey Stephen. Handbook of human resource management in government, 3rd Ed. New York: John Wiley and Sons, 2010.
Hernandez Robert. Strategic human resources management in health services organizations, 3rd Ed. London: Cengage Learning, 2009.
Mello Jeffrey. Strategic human resource management, 3rd Ed. New York: Cengage Learning, 2010.
Millmore Mike, Saunders Mark, Lewis Philip, Thornhill Adrian, & Morrow Trevor. Strategic human resource management: contemporary issues. New York: Financial Times Prentice Hall, 2007.
Salaman Graeme, Storey John & Billsberry Jon. Strategic human resource management: theory and practice, 2nd Ed. New York: SAGE, 2005.
Schuler Randall & Jackson Susan. Strategic human resource management, 2nd Ed. New York: Wiley-Blackwell, 2007.
Storey John. The Routledge companion to strategic human resource management. London: Taylor & Francis, 2008.