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Strategic Human Resource Management
There are a multitude of definitions to describe the term strategic human resource management, the vast majority of which revolve around the conception that the term refers to a specific application of personnel to further the proficiency and productivity of a particular enterprise. There are two primary theories associated with strategic human resource management which conflict in ideology on one fairly important point: mutability. The first such theory, the best practice approach, virtually excludes mutability in its process and conceptualization of what produces effective human resource management. The other theory, the best-fit approach, hinges upon flexibility and change to further its notion of how strategic human resource management can maximize the output of a particular enterprise.
The best-practice approach sacrifices individuality and autonomy in its methodology for the sake...
This theory is based upon the fact that there exists a set, finite group of procedures for best organizing human resources that can produce optimum results in nearly all situations and organizations, regardless of industry, personnel features, company culture, and other autonomous variables which inherently differentiae businesses. Common best-practice policies include the implementation of protocol such as selective hiring, job security, ongoing training and sharing information to best accommodate employees in the workplace. Although all of these policies are certainly prudent, the best-practice theory does not account for individualized features or company components which separate the resources of one enterprise from another's, and which may be used as the basis for a competitive edge.
The best-fit approach, by contrast, utilizes the particularities of an enterprise's resources, the most important of…
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 These three articles,
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
Strategic Human Resource Management In general, human resource management has adhered to one of two major models in the workplace; the "best fit" and "best practice" model. To determine which of these is best, companies should carefully examine the advantages and challenges of each. For each company, the outcome should adhere to the needs and culture of the personnel base involved. Morris and Maloney (2) offer an overview of both models. The
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
Strategic Human Resource Management: Business Strategy Every business requires human resources that require substantial attention when cultivating and maintaining a successful business strategy. A successful business strategy is grounded in the ability to predict the future or at least win the argument about what the future will look like (Kearns, 2010). For business leaders it needs to be about creating value, namely the greatest possible value, from all capital resources at their
Strategic Human Resource Management (SHRM) Strategic human resource management is a discipline of managerial ethics that deals with the alignment of inventive human functions to the objectivity of a business. It is the core of organizational achievement through a well-organized business structural culture. There exists a conceptual relationship between SHRM practices, tools of managing capital and in the performance of firm resources. The arbitration of the role of an organizational culture