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SHR is transformational, consultatively oriented, and views the organization in terms of the big picture. SHR is concerned with the contributions HR strategies make to organizational effectiveness, and how these contributions are accomplished. SHR involves designing and implementing a set of internally consistent policies and practices to ensure that an organization's human capital, that is their employees' collective knowledge, skills, and abilities, contributes to overall business objectives.
Conclusion & Meshoulam, I. (1984, January). Resourse management: Implications for training humann resourse professionals. Training and development journal, Vol. 38. Issue 1, 76-79. Retrieved January 23, 2012, from http://web.ebscohost.com/ehost/pdfviewer/pdfviewer?sid=4f6359f2-c3eb-4085-8653-2802fe570fc7%40sessionmgr104&vid=4&hid=127
These three articles, from three different decades, are premised on the supposition that the primary role of HRM is to assist the organization in achieving its objectives. Though the role the HR department plays in attaining these goals is described in the context of the decade in which the article was written, they all assert the HR must play a more active role in strategic planning. The fact is that strategy is rarely developed without the consideration of human capital. Perhaps more importantly, no strategic plan is successful without the successful recruitment, deployment, development and management of human capital. It is, and always has been, imperative that HR has a seat at the table during the strategic planning process.
References
Becton, J.B., & Schrader, M. (2009, January). Strategic human resources management. Journal for quality & participatio, Vol. 31, Issue 4, 11-18. Retrieved January 23, 2011, from http://web.ebscohost.com/ehost/pdfviewer/pdfviewer?vid=5&hid=125&sid=96a15cd1-4306-4e80-b498-9acbd8b5e484%40sessionmgr111
Briggs, S. & Keogh, W. (1999, July). Integrating human resource strategy and srategic planning to achieve business success. Total Quality Management, Vol. 10, Issue 4/5, 447-453. Retrieved January 23, 2011, from http://web.ebscohost.com/ehost/pdfviewer/pdfviewer?vid=3&hid=125&sid=96a15cd1-4306-4e80-b498-9acbd8b5e484%40sessionmgr111
Lippitt, M. (2007, August). Fix the disconnect between. T+D, Vol. 61, Issue 8, 54-57. Retrieved January 23, 2011, from http://web.ebscohost.com/ehost/pdfviewer/pdfviewer?sid=493041af-dc1a-44a3-a63c-a3707d1da661%40sessionmgr12&vid=4&hid=8
References
Baird, L. & Meshoulam, I. (1984, January). Resourse management: Implications for training humann resourse professionals. Training and development journal, Vol. 38. Issue 1, 76-79. Retrieved January 23, 2012, from http://web.ebscohost.com/ehost/pdfviewer/pdfviewer?sid=4f6359f2-c3eb-4085-8653-2802fe570fc7%40sessionmgr104&vid=4&hid=127
Becton, J.B., & Schrader, M. (2009, January). Strategic human resources management. Journal for quality & participatio, Vol. 31, Issue 4, 11-18. Retrieved January 23, 2011, from http://web.ebscohost.com/ehost/pdfviewer/pdfviewer?vid=5&hid=125&sid=96a15cd1-4306-4e80-b498-9acbd8b5e484%40sessionmgr111
Briggs, S. & Keogh, W. (1999, July). Integrating human resource strategy and srategic planning to achieve business success. Total Quality Management, Vol. 10, Issue 4/5, 447-453. Retrieved January 23, 2011, from http://web.ebscohost.com/ehost/pdfviewer/pdfviewer?vid=3&hid=125&sid=96a15cd1-4306-4e80-b498-9acbd8b5e484%40sessionmgr111
Lippitt, M. (2007, August). Fix the disconnect between. T+D, Vol. 61, Issue 8, 54-57. Retrieved January 23, 2011, from http://web.ebscohost.com/ehost/pdfviewer/pdfviewer?sid=493041af-dc1a-44a3-a63c-a3707d1da661%40sessionmgr12&vid=4&hid=8
Strategic Human Resource Management The focus of this work in writing is to answer the questions of what aspects of SHRM have made the writer of this work a stronger candidate to enter the business world and to discuss how this course affected the professional development of the writer as a student and as a person. No matter what the pursuit 'aligning with the mission' is critical to success. SHRM Strategic Human Resource Management
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Aside from the features which differentiate it from human resource management, strategic HRM is also noteworthy in terms of the basic traits which characterize it. In this order of ideas, Michael Armstrong and Angela Baron (2002) identify three specific features, namely the organizational level, the focus and the framework. In terms of the organizational level, it is noteworthy that SHRM is implemented at the wider organizational setting, since all of
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