1. Research the concept of strategic human resource management. Why is it called “strategic” instead of just human resource management? Regular human resource management deals with employees and their particular needs. The reason why “strategic” is such an integral part of human resource management is that it takes the goals and objectives and the company executives onboard too. Strategic management involves long-term planning that will have a significant effect on the workforce of an organization. It is for this reason that it is so important that employees are taken into consideration and are given a chance to be involved in the strategic management process.
Without the employees, a company simply cannot meet all of its performance measures. Many large organizations have two separate departments: strategic planning and human resources. The reality is that these are key components of any business and should go hand-in-hand. Before top management makes any drastic changes, the concerns of the employees should be heard so that the company does not find that it is getting ahead of itself. A good definition of what strategic human resource management means is management of human resources, i.e.
the employees, in conjunction with the long-term objectives of the organization and where it wants to go. 2. Given your findings on the meaning of “strategic” human resource management, why do you believe the author calls the human resource development function the most important of the seven major HRM functions? In today’s modern world, the role of human resource development is playing an increasing role in the workplace. As borders are opening up across the world, the focus has shifted on how to manage employees so as to keep them productive in the workplace.
Employees have to be treated as assets rather than commodities. Employee loyalty is key to a functioning and productive workplace because the morale of employees affects how hard they will want to work. If companies are serious about keeping their employees for the long term, then they need to provide incentives to retain them. There is no point in having a high turnover of staff because this will slow down the strategic planning of an organization. Any long-term plans are better to be implemented by the same people rather than bringing in outsiders who may not be familiar with the company and its business practices. 3.
One student this semester asked me a very good question that puzzles a lot of people. She is an HRD undergraduate student who interested in preparing for a career in human resource management. She had hoped to find an undergraduate program in human resource management, but settled for the HRD program at ISU since she could do it online. She is afraid that an HRD degree may be lacking in preparing her to compete for a job in a human resource management department.
How would you respond to her? I would say that an online HRD program is of no use in the workforce today. Part of human resource management is dealing with people, and education that was virtually acquired does not meet this need. Also, I would say that experience in human resources is valued much more than a degree in human resources. Her HRD program at ISU is almost useless because prospective employers will not consider it to be valid enough to work in a human resource department.