SHRM CH 03
SHRM CH 03
SHRM CH 03
Leug, (2003)
Dessler, (2011)
Definitions
Strategic HRM as the process of combining the
function of HR with the strategic organizational
objectives in order to develop performance.
Strategic human resource management is a
collection of tasks and processes shared jointly by
line managers and human resources to solve
business issues based on people.
The macro organizational approach to look the
function and role of human resource management
in the big organization is termed as Strategic HRM.
Strategic human resource management focuses on
actions that varied the organization from its
competitors.
Strategic human resource management is the
pattern of scheduled HR tasks and deployment
intended to enhance an organization to gain its
aims.
Strategic HRM means making and implementing
practices and policies of human resource that
generates the behaviors and competencies of
employee that the organization requires to gain its
strategic goals.
Strategic human resource management is a complex process that is constantly evolving and the
subject of ongoing discussion by academics and other commentators.
Its definition and relationships with other aspects of business planning and strategy are not
absolute and opinions vary.
There are many definitions of the strategic Human Resources Management. The organization
should not blindly follow just one methodology; it should create a healthy mix that will fit the
needs.
Strategic HRM is concerned with the followings:
Analyze the opportunities and threats existing in the external environment.
Formulate strategies that will match the organizations (internal) strengths and
weaknesses with environmental (external) threats and opportunities. In other words,
make a SWOT analysis of organization.
Implement the strategies so formulated.
Evaluate and control activities to ensure that organizations objectives are duly
achieved.
References
Kaplan, N.J. and J. Hurd. 2002. Realizing the Promise of Partnerships, Journal of
Business Strategy 23(3), 38-42.
Kostova, T. and K. Roth. 2002. Adoption of an Organizational Practice by Subsidiaries
of Multinational Corporations, Academy of Management Journal 45(1), 215-233.
Armstrong, Michael, Baron, Angela, (2003), Strategic HRM: The Key to Improved
Business Performance, CIPD, London, p xviii.
Leug, A. 2003. Different Ties for Different Needs: Recruitment Practices
of Entrepreneurial Firms at Different Developmental Phases, Human
Resources Management 42(4), 303-320.
Michie, J., & M. Sheehan. 2005. Business Strategy, Human Resources, Labor
Market Flexibility and Competitive Advantage, International Journal of
Human Resource Management 16(3), 445-464.
YourArticleLibrary.com: The Next Generation Library. (2014). Strategic Human Resource
Management: Meaning, Benefits and Other Details | HRM. [online] Available at:
http://www.yourarticlelibrary.com/hrm/strategic-human-resource-managementmeaning-benefits-and-other-details-hrm/35236/ [Accessed 13 Jun. 2016].
So, Strategic HRM can be regarded as a mindset underpinned by certain concepts rather than a
set of techniques. It provides the foundation for strategic reviews in which analysis of the
organizational context and existing HR practices leads to choices on strategic plans for the
development of overall or specific HR strategies.