The paper "Neglected Workforce Welfare, Discrimination in Recruitment Processes " is a great example of management coursework. Resource Management is an entity within an organization whose aim is to affect hiring, giving direction and the function within an organization that deals with the recruitment, management and leadership for employees in a firm. This emphasizes on the approach of managing the employees and viewing the workers as an important asset of the organization by offering incentives that will increase their output through training, sane management and adoption of commitment strategies that increase their loyalty. Strategic Human Resource Management is a systematic move that seeks to illustrate how organizational aspirations are to be accomplished through acquired Human Resource procedures.
The key concerns in this approach are the adoption of human resource policies and strategies which are specific to individual organizations. This involves sets of activities that depend on one another. The process follows five steps which include; formulation of goals and objectives, analysis of the environment, strategy formulation, implementation and evaluation which aim at enabling a firm to reap long term benefits, in terms of profits, core competence and other goals.
(Miles & Snow, 1984) Fit views strategic human resource as coordination among various human resource practices and the compatibility of the practice packages and organizational goals. It aims at increasing the firm’ s productivity if accurately executed. Scholarly studies indicate two types of ‘ fits’ . These are; the horizontal fit and the vertical fit (Baird & Meshoulam, 1988). The vertical and horizontal fits are essential aspects as they ensure the organizations achieved the formulated goals by effective use of mobilized resources. Design is the identification and formulation of a plan of action whereas implementation is putting the plan into action.
Coherence and consistency are the devotion to a chosen organizational approach. (Pfeffer, 1994) It is debatable that 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. A well defined organizational design and strategy enhances aggressive gains, however, this continues to be an uphill task for many organizations as the horizontal and vertical fits are not adhered to.
This is the case as many organizations do not achieve their set goals and if they do the benefits favor the organization, thus, the firm workers are left in a limbo often overworked and having a feeling of being used. (McMahan, 1992: 298) It is evident that the process of hiring new staff is not adhered to in many organizations. The process is marred with canvass and corruption. Advertisements of the various positions are done internally unlike externally where a wide range of skills will be up for grabs. Most of the hired staffs are hired on nepotism.
In addition, the advertisements are not standardized as they are designed to meet the qualifications of already identified persons. This clearly indicates that though the fit concept may be well understood by Human Resource Management, it is not strictly adhered to. Incoherence to the horizontal fit enables infiltration of the less skilled manpower into firms thus, lowering its productivity and relevance to the society.
Bjorkman, I., & Fan, X. (2002). International Journal of Human Resource Management, 13(6), 853-864.
Baird, L., & Meshoulam, I. (1988). Academy of Management Review, 13(1), 110 -128.
Wright, P & McMahan (1999), Theoretical perspective of strategic human Resource Management Journal of Management Greenwich, CT: JAI press
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Bhattacharya, M., & Wright, P.M. (2005). International Journal of Human Resource Management, 16(6), 929-948.