What is Strategic Human Resource Management?

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The Human Resource (HR) and management circles nowadays there is much talk about Strategic Human Resource Management and many expensive books can be seen on the shelves of bookstores. But what exactly is SHRM (Strategic Human Resource Development), what are the main features and how does it differ from traditional human resource management?

SHRM or Strategic human resource management is a branch of Human resource management or HRM. It is a fairly new area, which has come out of the parent discipline of human resource management. Much of the early or so called traditional HRM literature treated the notion of strategy superficially, rather as a purely operational matter, the results of which cascade down throughout the organization. It was kind Unsaid division of territory between people-centered values ​​of HR and harder business values ​​where corporate strategies really belonged. HR practitioners felt uncomfortable in the war cabinet like atmosphere where corporate strategies were formulated.

definition SHRM

strategic human resource management can be defined as the human resources with strategic goals and objectives in order to improve business performance and develop cultures that promote innovation, flexibility and competitive advantage. The organization SHRM means accepting and involving HR function as a strategic partner in the development and implementation of the company’s strategy through HR activities such as hiring, selecting, training and rewarding staff.

how SHRM differs from HRM

In the last two decades has been a growing awareness that HR functions were like an island in itself a softer people-centered values ​​far away from the hard world of real business. To justify its own existence HR functions had to be seen as more intimately connected with the policies and daily operations of the business side of the company. Many writers in the late 1980s, began clamoring for a more strategic approach to the management of people and SOPs traditional management of people or relational models. Strategic human resource emphasizes Programs with long-term goals. Instead of focusing on internal issues of human resource, is focused on addressing and solving problems that affect people management programs in the long run and often globally. It is first and foremost goal of strategic human resources to increase employee productivity by focusing on the trade barriers that occur outside human resources. The main strategic HR functions are to identify key HR areas where procedures can be implemented in the long run to improve the overall employee motivation and productivity. Communication between HR and top management of the company is important because without the active participation of non-cooperation is possible.

Key features of strategic human resource management

The key features of SHRM are

  • There is a clear link between HR policies and practices and overall organizational strategic objectives and business environment
  • There is some planning schema connects individual HR interventions so that they are mutually supportive
  • Much of the responsibility for the management of human resources is devolved down Line

Trends in Strategic Human Resource Management

Human Resource Management professionals are increasingly faced with issues of employee participation, human migration, performance, rewarding and high commitment work systems associated with globalization. Older solutions and recipes served in a local context do not work in an international context. Cross-cultural issues play a major role here. These are some of the major issues that HR professionals and senior management participate in SHRM’s face in the first decade of the 21st century

  • internationalization of market integration.
  • Increased competition, which can not be local or even national through the free market ideology
  • Rapid technological change.
  • new line and general management.
  • Constantly changing ownership and resultant business climate.
  • Cross-cultural issues
  • economic gravity shifting from “developed” to “developing” countries

SHRM also reflects some of the major contemporary challenges faced by HR: HR set of core policies, demographic trends in employment and labor market integration of soft skills in HRD and finally Knowledge Management.

References

  1. Armstrong, M (eds.) 192a) Methods of Human Resources :. A Total Business Approach London: Kogan Page
  2. Beer, M and Spector, B (eds) (1985) Readings in Human Resource Management New York :. Free Press
  3. boxer, P (1992) “ Strategic Human Resource Management 😕 Beginnings of New theoretical sophistication ‘Human Resource Management Journal, Vol.2 No.3 Spring.
  4. Fombrun, CJ, Tichy, N, M, and Deva, MA (1984) Strategic Human Resource Management New York :. Wiley
  5. Mintzberg, H, Quinn, JB, Ghoshal, S (198) The Strategy Process, Prentice Hall.
  6. truss, C Gratton, L (1994) ‘ Strategic Human Resource Management: A Conceptual Approach’ , International Journal of Human Resource Management, Vol.5 No.3

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