Strategic Human Resourcing

INTRODUCTION

Source : inkstonemanagement.com

This concept is focused more as a source of competitive advantage on a HR practices system than an individual practice. Human Resource is considered as a one fundamental in the vast field of Strategic Management. Even both are focused more on performance; Traditional HR concentrates on single performances while Strategic Human resource depends on business and strategic level results (Becker and Huselid, 2010).

However Reilly (2012) argues that Strategic HR means an attachment of the interest of the organization which corrupts HR Concept which defined not well and it’s an illusion which confuses the business leaders. For HR Professionals it’s on achieving more than basics do build future organizational capacity and provides solutions for the people related business problems.

There are three perspectives of HRM.

1 The universalistic perspective – There is an international bond between individual best practices and organizational performance. In order to achieve the set targets companies must follow these practices.

2 The contingency perspective – An institutions HR policy must match with other fundamentals to be effective. The initiative component is the strategy of the organization.

3 The configurational perspective –This shows the value of HR practices and indicates the flow of dependent and independent variables of the organizational performance.

                                               (Source : Armstrong and Taylor 2014) 
Theory on Black Box


 

Earlier Huselid and Bekker (2010) identified Organizations which concentrates more on high performance as a black box. They examined the inputs which are system based with high performance on Human resources. Finally after analyzing output they concluded on the bond between input and output. The results were good with the high performance based organizations. However they didn’t analyze on what’s inside the black box. According to walsh et al(2010) Employees are different in their own way which cannot be considered in to one box. Different style needs a different practice.

 Performance Management is also one concept in Strategic Human Resource Management. SHRM is vast field which used on majority of business environments to get the cream out of their sources.

 

APPROACHES OF SHRM

•    Efforts on combining HRM with efficiency on performance tools







• Efforts on combining HRM with benefits or surplus of the business environment.

( Source :  http://www.whatishumanresource.com)

Current Advantages of HR Strategic Planning

• Aims employees who are devoted on the goals of the institution
• Identify the major issues on time and solve them
• Directing others positively to achieve the said targets
• Training and developments are based on strategic schemes.
• Keep the employees effective and move them to the organizational success.

(Source : Armstrong and Taylor 2014) 

Conclusion

Considering both organizational and employee values we study HRM in a different vision than past due to globalization with as an ageing population, internationalization, and technological change. This means we don’t see HR policy as an single policy field, but its widely develops within the company and within community as a bulk are combined into management. What makes HR policies strategic is the combination of it with the organizations strategic goals, and its dedication with internal and external developments.  organizations need to work on stabled employee fields to be strong to continue without damaging its' values. The reality of having to operate in a changing environment has prompted many organizations to make internal changes, both structural and functional in nature.

References :  

Armstrong, M,Taylor,S 2014, Armstrong’s Handbook Of Human Resource Management Practice,Kogan Page Limited, United Kingdom. 

Becker, BE, Huselid, MA, SHRM and Job Design: Narrowing The Divide, Journal Of Organizational Behavior, 31, 379–388 Available From: Https://Www.Interscience.Wiley.Com[Accessed on :13.12.2018]

Walsh, K, Sturman, MC, Longstreet, J, Key issues in Strategic Human Resources,

Cornell University, School of Hospitality Administration site:http://scholarship.sha.cornell.edu/articles/237( Accessed on : 05.01.2019)