Practice of Strategic Human Resources Management in Contemporary Organisations

What is Strategic Human Resources Management?
CIPD (2017) suggest strategic human resource management (SHRM) supports long-term business goals and outcomes with a strategic framework. It focuses on long-term resourcing issues within the organisation's goals and the dynamic nature of work, and shares other HR strategies, on reward or performance, determining how they are integrated into the overall business strategy.

SHRM as an integrated processes.
SHRM processes are integrated to other functions within the firm, takes a long-term approach while playing  partnership role in setting business goals and objectives together as part of senior management team, specialist roles and service provider roles.


Adopted from Stock pictures 2017. 

SHRM and Business Objectives 
Many of HRM roles or functions is viewed from a business perspective, operational aspects are delegated to front line managers who act and play the role of HRM in their departments. However, learning and development, performance appraisals, retention management and recruitment and selection are viewed from the perspective of Skills, Competencies.  Extensive learning and development and learning cultures within the organization. Work practices are implemented through Jobs designed to achieve high performance work practices (HPWP’s) (Sung and Ashton, 2004). Flexibility and teams are considered integral part of everyday work. All of these practices are integrated to enhance the core competencies of the workforce to achieve sustainable competitive advantages. It is assumed where there are high core competencies its difficult to imitate such skills and abilities and therefore the firm achieves sustainable advantage (Uysal, 2007).  Scholars and business leaders are of the view that core competencies are related to resource allocation and that three areas have to be looked at Capabilities such as Knowledge Skills and Expertise along with value change (Uysal, 2007). Capabilities, skills and knowledge with expertise suggest that strategic HRM processes such as Talent Management, Competency Based Training, HPWP’s are key to organisations success and become integral to HRM practice.

HRM’s role in the contemporary organizations such as public, private or government sectors have changed in the last decade or two. Researchers suggest that the National Health Services of UK now practice SHRM to enhance the effectiveness in managing hospitals, doctors and their practice and private sector non-health care can learn lessons from their success. (Trebble, et el, 2014).

Reference
CIPD, (2017) Strategic Human Resources Management: understand how strategic HRM works, and its relationship with business strategy, human capital management and business performance. Published by CIPD 7th Nov, 2017 

Ashton, D. and Sung, J. (2004) Supporting Workplace Learning for High Performance Working, DIT -CIPD UK publication 

Trebble TM, Heyworth N, Clarke N, Powell T, Hockey PM (2014) Managing hospital doctors and their practice: what can we learn about human resource management from non-healthcare organisations? BMC Health Service Res. 2014, doi: 10.1186/s12913-014-0566-5
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Uysal, G., (2007) Core Competence: A Competitive Base For Organizational Success. Journal Of Global Strategic Management | V. 1 | N. 1 | 2007-June | Isma.Info | 5-16 | Doi: 10.20460/Jgsm.2007118710
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Comments

  1. UnknownNovember 28, 2017 at 4:22 PM

    Well researched essay very good examples and arguments. Particularly interesting that two research journal articles have been include is a short essay. Excellent work. On the weak side you have included a Figure of Strategic HR Planning but not discussed or commented on it.

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