Human Resource Strategy Essay Example | Topics and Well Written Essays - 5000 words

Human Resource Strategy - Essay ExampleWhat is strategic world resource management? Strategic human resource management can be considered to be the capability of an organisation to ensure that it has the right mix of givings and skill in order to meet its business objectives (Armstrong and Baron, 2002, p. 42). Holbeche (2001, p. 13) highlights strategic human resource management as a focus on implementing strategic permute and growing the skill base of the organisation to ensure that the organisation can compete legally in the future. SHRM involves the recognition of the internal intelligence available at all levels of the organisation and creating processes to draw upon this knowledge. Communication is at the heart of these processes (Brewster, 2000, p. 153). The author discusses Mintzbergs observation that strategy involves seening ahead of time and making changes to the plan on the basis of real world situations. The ability of an organisation to alter its course is dependen t on the ability of the culture to allow for internal flexibility. SHRM then is an attempt to link organisational strategy with human resource management and drawing from this effort, makes an attempt to provide direction to the officiateal areas on HRM. Salaman, Storey and Billsbury (2005, p. 5) view SHRM as a repository of ways in which academics, consultants think about ways to change organisations. SHRM then is the key to how business is run and people managed. Huber and Glick (1995, p. 297) highlight the greatness of facilitating organisational learning as a means to understand and adjust to changing business environments. Organisations that are designed to allow two-way information flow to ruminate cultural values and economic perspectives of top management. This is of particular relevance in a multinational corporation. Ready and Conger (2007) reiterate the role of talent development in providing companys the competitive edge to stay in the marketplace. They believe that c ompanies that create talent factories have the right mix of functionality and vitality to fill key positions as and when the need arises. Storey (2007, p. 79-80) foresees a risk to the study of human resource management claiming to be a strategic function in the absence of a robust analytical framework. Terms like knowledge management have not been proven on grand of efficacy in gearing the business up for change. The author suggests that some part of the responsibilities can as well be transferred to departments like marketing for managing the communication theory and the HR department relegated to the purely administrative practices of yore. The traditional role of HRM as policy maker to guide people management is incomplete without a informed alignment to business goals. Strategic HRM aims to utilise the capabilities of the workforce towards a unified goal. The match between employee talent, employee goals and business goals is the key to successful work organisation. The nece ssary ingredients for an effective Strategic HRM process are the learning processes to facilitate future strategy development and adaptation to changes in the business environment. Who takes responsibility for strategic HRM? Ivancevich (2004, p. 48) recognises the role of the attractor in laying the foundation for strategic HRM. Functional specialists provide the framework to carry out effective talent management processes individual team heads regulate