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SHRM Assignment

The document discusses strategic human resource management (SHRM) and its importance in organizations. It defines SHRM as linking human resource goals and strategies to the overall strategic goals and objectives of the organization in order to improve business performance. Line managers and employees are required to help implement HR strategies through activities like recruiting, selecting, and rewarding personnel. The document also compares Storey's definitions of HRM and personnel/industrial relations practices and assesses their differences. It argues that for organizations to remain competitive, their HR plans must be integrated with their overall strategic business plans.

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Allison Nadine Marchand
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189 views

SHRM Assignment

The document discusses strategic human resource management (SHRM) and its importance in organizations. It defines SHRM as linking human resource goals and strategies to the overall strategic goals and objectives of the organization in order to improve business performance. Line managers and employees are required to help implement HR strategies through activities like recruiting, selecting, and rewarding personnel. The document also compares Storey's definitions of HRM and personnel/industrial relations practices and assesses their differences. It argues that for organizations to remain competitive, their HR plans must be integrated with their overall strategic business plans.

Uploaded by

Allison Nadine Marchand
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOC, PDF, TXT or read online on Scribd
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Question a) Explain Guests model of hard-soft, loose-tight dimensions of HRM.

How is this model applied in your organization or an organization you are familiar with? b) What are the strategic aspects of HRM? What role are line managers and employees required to play in this strategic dispensation of HRM? c) Critically assess the differences between Storeys definitions of HRM and Personnel and IR practices.

Within the last decade there has been a shift from HRM towards what is termed strategic human resource management. Armstrong (2006) defines SHRM as a general approach to the strategic management of human resources in accordance with the intentions of the organization and the directions it wants to take. Noe, Hollenbeck, Gerhart and Wright (1994) see it as the pattern of planned human resource deployments and activities intended to enable an organization to achieve its goals. SHRM can be defined as the linking of human resources with strategic goals and objectives in order to improve business performance and develop an organizational culture that foster innovation and flexibility. It means accepting the HR function as a strategic partner in the formulation of the Companys strategies, as well as in the implementation of those strategies through HR activities such as recruiting, selecting, training and rewarding personnel. Strategic HR recognizes HRs partnership role in the strategizing process. SHRM is about improving business performance through people. Its major concerns are to meet the business needs of the organization and the individual and collective needs of the people employed in it. It is concerned with how HRM influences organizational performance and how those principles incorporate the strategy. It integrates organizational goals with policies and action sequences, is the overall framework which determines the shape and delivery of individual HR strategies, and how it influences organizational performance. Alignment of HR practices within the organisations business strategy can be termed SHRM. The organisations strategic plan must be incorporated with the HR strategy to realise the overall corporate strategic objectives. A coherent set of HRM strategic priorities when efficiently implemented is key to complementing the organisations strategic plan, which must be satisfied. SHRM flows from the business strategy. The way in which people are managed, motivated and

necessary to integrate the HR policies with the business plan, reinforce appropriate culture and/or reshape inappropriate culture. Organisatgions that do not link their HR plan to their strategic plan will face extinction as hey cannot remain competitive and retain staff. Once HRM activities are linked to the organisations strategic plan, the HR activities will demonstrate how the activities influence productivity, quality of work life, increase competitive advantage, achieve flexible and legal compliance, all of which are goals associated with the organisations bottom line profits. Continued development of SHRM will reflect as well as enhance the value of managing HR in continuously competitive global organizations in the 21st century.

BIBLIOGRAPHY

Michael Armstrong (2003) 9th Edition A Handbook of Human Resource Practice.

D. Torrington, L. Hall, S. Taylor (2002) 5th Edition Human Resource Management.

M. Foot, C. Hook (2002) 3rd Edition Introducing Human Resource Management.

Ian Beardwell, L. Holden, T. Claydon (2004) 4 th Edition Human Resource Management, A Contemporary Approach.

A. William (1996) 2nd Edition Strategic Human Resource Management.

M. Armstrong, A. Baron (2003) 2nd Edition Strategic HRM, The Key to Improved Business Performance.

HNC/HND (2004) First Edition Human Resource Management: Specialist Units 21-24.

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