What is Strategic Human Resource Management?

In today's human resources and management circles, there is much talk of Strategic Human Resource Management and many expensive books that can be seen on the shelves of bookshops. But what exactly is Strategic Human Resource Development (SHRM), what is its key factor, and how does it differ from traditional human resource management?

SHRM or Strategic Human Resource Management is a human resource management or HRM branch. It is a fairly new field that has emerged from human resource management parental control. Much of the early or so-called traditional HRM literature dealt with the concept of superficial, rather than purely operational, content, the results that are passed down through the organization. There was a kind of unseen partitioning in the territory between people-centered values ​​of HR and the more difficult business value where business plans actually belonged. HR experts felt uncomfortable in the war cabinet as an atmosphere where corporate strategies were formulated.

Definition of SHRM

Strategic human resource management can be defined as human resource linkage to strategic objectives and objectives in order to improve business performance and develop planning that promotes innovation, flexibility and competitive advantage. In an organization, SHRM means to approve and implement HR roles as a strategic partner in the formulation and implementation of the company's programs through HR activities, such as recruitment, selection, training, and rewarding staff.

How SHRM is different from HRM

Over the past two decades, there has been increased awareness that HR operations were like an island itself with a softer center that is far away from a difficult world of real business. In order to justify one's own existence, one had to respect HR actions as a closer relationship with the company's strategy and daily operations. Many writers in the latter half of the eighties began to complete a strategic approach to people's management, but the usual practices of traditional people or business relations. Strategic human resource management emphasizes long-term human resource plans. Instead of focusing on internal human resources, the focus is on addressing and solving issues that affect people's long-term, often global, management plans. Therefore, the main objective of human resource planning is to increase labor productivity by focusing on barriers to companies that occur outside of human resources. The HR policies are identified by key HR areas where long-term plans can be implemented to improve the overall impact of staff and productivity. Communication between human resources and management of the company is important, since without co-operation it is not possible to work together.

Key Features of Strategic Human Resource Management

Key Features of SHRM are

  • There is a clear relationship between HR policies and practices and general organizational goals and organizational environment
  • There is some planning program that links individual HR discussions so that they are reciprocal.
  • Much of the responsibility for human resource management is broken down into the line

Strategy for Human Resource Management Policy

] Human resource management experts are increasingly faced with employee engagement issues, human resource flow, performance management, payroll systems and high definition systems related to globalization. Older solutions and recipes that work in local context do not work in an international context. Intercultural issues play an important role here. These are some of the key issues that HR experts and managers at SHRM are addressing in the first decade of the 21st century:

  • Globalization of Market Adjustment.
  • Increased competition, which may not be local or even domestic with the free market ideology
  • Fast technical change.
  • New ideas for line and general management.
  • Continuous change in ownership and consequences of business development.
  • Intercultural Issues
  • The gravity that changes from "developed" to "developing" countries

SHRM also reflects some of the major modern challenges faced by human resource management : Aligning HR with core business, demographic trends in the labor market and the labor market, integrates soft skills into HRD and finally knowledge management. Overall Approach to Business London: Kogan Page

  • Beer, M and Spector, B (eds) (1985) Human Resource Management Trains New York: Free Press
  • Boxall, P ( 1992) Strategic Human Resource Management: Beginning of New Academic Refinement ? Human Resource Management Journal, Vol.2 No.3 Spring.
  • Fombrun, CJ, Tichy, N, M and Devanna, MA (1984) Strat egic Human Resource Management New York: Wiley
  • Mintzberg, H, Quinn, JB, Ghoshal, S (198) Policy Process, Prentice Hall.
  • Truss, C and Gratton, L (1994) & # 39; Strategic Human Resource Management: Theoretical Approach International Journal of Human Resource Management, Vol.5 No.3

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