What Is The Difference Between Strategy Formulation And Strategy Implementation What is Strategic Human Resource Management?

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What is Strategic Human Resource Management?

There is a lot of talk in HR and management circles today about strategic HR management, and there are many expensive books on bookstore shelves. But what exactly is SHRM (Strategic Human Resource Development), what are its main characteristics and how does it differ from traditional HR management?

SHRM, or strategic human resource management, is a branch of human resource management, or human resource management. It is a fairly new field that has emerged from the core discipline of human resource management. Much of the early or so-called traditional HRM literature treated the concept of strategy superficially, rather than as a purely operational matter with results trickling down throughout the organization. There was a kind of unspoken division of territory between human-centered HR values ​​and harder business values, where the company’s strategies actually belonged. HR staff felt uncomfortable in the war cabinet-like atmosphere where corporate strategies were formulated.

Definition of SHRM

Strategic HRM can be defined as the linking of human resources to strategic goals and objectives to improve business performance and develop an organizational culture that fosters innovation, flexibility and competitive advantage. In an organization, SHRM means accepting and involving the HR function as a strategic partner in the development and implementation of corporate strategies through HR activities such as recruiting, selecting, training and rewarding staff.

How SHRM differs from HRM

Over the past two decades, there has been a growing realization that HR functions are a sort of island of their own with softer, people-centered values, far removed from the hard world of the real business world. In order to justify its existence, HR functions had to be seen as more closely related to the strategy and day-to-day management of the business side of the company. In the late 1980s, many writers began to call for a more strategic approach to people management than traditional models of people management or industrial relations. Strategic HR management focuses on HR programs with long-term goals. Instead of focusing on internal HR issues, the focus is on addressing and solving issues that affect people management programs on a long-term and often global basis. Therefore, the primary goal of strategic human resources is to increase employee productivity by focusing on business obstacles that arise outside of human resources. The primary activities of a strategic HR manager are to identify key HR areas where long-term strategies can be implemented to improve overall employee motivation and productivity. Communication between HR management and the top management of the company is crucial, because without active participation, cooperation is not possible.

Basic features of strategic HR management

The main functions of SHRM are

  • There is a clear connection between HR policies and practices and the organization’s overall strategic goals and the organization’s environment
  • There is an organizational chart that links individual HR interventions so that they support each other
  • Much of the responsibility for managing human resources is distributed downwards

Trends in strategic HR management

In the context of globalization, HRM professionals are increasingly faced with the issues of employee participation, human resource flow, performance management, reward systems, and dedicated work systems. Older solutions and recipes that worked in a local context will not work in an international context. Cross-cultural issues play a big role here. These are some of the key issues that SHRM-related HR professionals and senior management are grappling with in the first decade of the 21st century:

  • The internationalization of market integration.
  • Increased competition that may not be local or even national through free market ideology
  • Rapid technological change.
  • New line and general management concepts.
  • Constantly changing ownership and the resulting corporate climate.
  • Intercultural issues
  • Economic gravity is shifting from “developed” countries to “developing” countries.

SHRM also reflects some of the key contemporary challenges facing HR: aligning HR with core business strategy, employment and labor market demographic trends, integrating soft skills into human resource management, and finally, knowledge management.

References

  1. Armstrong, M (ed.) 192a) Human Resource Management Strategies: A Complete Business Approach. London: Kogan Page
  2. Beer, M and Spector, B (eds) (1985) Readings in human resource management. New York: The Free Press
  3. Boxall, P (1992)’Strategic HRM: The Beginning of a New Theoretical Complexity?’ Journal of HR Management, Vol.2 No.3 Spring.
  4. Fombrun, CJ, Tichy, N, M and Devanna, MA (1984) Strategic personnel management. New York: Wiley
  5. Mintzberg, H, Quinn, JB, Ghoshal, S (198) strategy process, Prentice Hall.
  6. Truss, C and Gratton, L (1994)Strategic HRM: A conceptual approachInternational Journal of Human Resource Management, Vol.5 No.3

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