Dimunge Wasantha Premakumara,

Esoft Metro Campus.

Student #00098180

E138791.

Peoples & organization.

                          Strategic Human Resource management

 

Definition,

"Strategic HRM defines the organization’s intentions and plans on how its business goals should be achieved through people. It is based on three propositions: first, that human capital is a major source of competition" Armstrong, (1992)

"Strategy is about deciding where you want to go and how you mean to get there. A strategy is a declaration of intent: ‘This is what we want to do and this is how we intend to do it.’ Strategies define longer-term goals but they are more concerned with how those goals should be achieved. Strategy is the means to create value. A good strategy is one that"

Candler, (1962)

Strategic human resource management is the proactive management of  people to the desired value to them. It is designed to help companies better  meet the needs of their employees while promoting company goals.

Bridge between business strategy and the management of human resources.

SHRM is a philosophy of people management based on the belief that human

resources are uniquely important to sustain business success.

SHRM aims to ensure that the culture, style, and structure of the organization  and the quality, commitment and motivation of its employees contribute fully  to the achievement of business objectives.

The concept of strategy, 

Strategy is the approach selected to achieve defined Goals in the future.

‘The determination of the long-term goals and objectives of an enterprise, and the adoption of courses of action and the allocation of resources necessary for  carrying out those goals

SHRM-Definitions,

Strategic human resource management is the process of linking the  human resource function with the strategic objectives of the  organization to improve performance.

Strategic human resource management is an approach making on the intentions and plans of the organization concerning the Employment relationship and the organization’s recruitment, training, development, performance management, and the organization’s strategies, policies, and practices"  (Armstrong,1992)

The aim of strategic HRM

Figure #01 The aim of the strategic. 

To generate organizational capability by ensuring that the  organization has the skilled, engaged, committed and well-motivated employees it needs to achieve sustained competitive  advantage.

It has two main objectives:

To achieve integration –the vertical alignment of HR strategies  with business strategies and the horizontal integration of HR  strategies.

Provide a sense of direction in an often turbulent environment so  that the business needs of the organization and the individual  and collective needs of its employees can be met by the  development and implementation of coherent and practical HR  policies and programmers.

Traditional HRM versus SHRM

Factor	HRM	SHRM
Responsibility of HR programs	Staff personal in the HR department	Line managers, All managers responsible for people
Focus Of activities	Employee relations-ensnaring employee motivation and productivity, compliance with laws	Partnership with internal ( employees) and external ( customers/shake holders, public interest group) groups
Role of HR	Reactive & transactional	Proactive and transformational, change leaders
Initiative for change	Slow piecemeal and fragmented not integrated with larger issue.	Fast, flexible and systemic change initiatives implemented in connect with other HR systems
Time horizon	Short term	Consider various time frames as necessary ( short or medium or long-term)
control	Bureaucratic control through	Organic control through.

Figure #02- traditional HRM Vs SHRM.

Thank You !

 

References,

Armstrong, M (1987) Human resource management: a case of the emperor’s new clothes, Personnel Management, August, pp 30–35

 Armstrong, M (2000) The name has changed but has the game remained the same?, Employee Relations, 22 (6), pp 576–89

Armstrong, M and Baron, A (2002) Strategic HRM: The route to improved business performance, Chartered Institute of Personnel and Development, London