HUMAN RESOURCE MANAGEMENT – YEAR 2013-14
MOHAMMED SARMAD HUSSAIN
STUDENT ID: 103669
As we enter the new era of an advanced high-tech environment, the business world is also entering into an era of fierce competition noticed by takeovers and mergers. This illuminates the type of dynamic and complex business environment that companies have to face. ...view middle of the document...
(Miller 1987) defines Strategic Human Resource Management practice as the decisions and actions, which concern the management of employees at all, levels in the business, and is related to the implementation of strategies directed towards sustaining competitive advantage.
Organizations are increasingly becoming aware of the importance of linking the organization’s human resource practices to strategy that leads to greater performance (Huselid, 1995; Youndt et al., 1996; Delery and Doyt, 1996). Ian Clark defines Strategic HRM that “centers on how organizations can improve their competitive performance by considering and utilizing their human resource more effectively.” Wright and McMahan define Strategic HRM as “the pattern of planned human resource deployments and activities intended to enable the firm to achieve its goals.” The definition implies four components to Strategic HRM. First, it focuses on a firm’s human resources, which is the primary resource to be strategically leveraged as a source of competitive advantage. Second, the concept of activities highlights HR programs, policies and practices as a means by which people of the firm gain competitive advantage. Third, both the “pattern” and” plan” describe the goal and process of strategy, described as” fit.” The definition has the people, practices, and planned pattern are all purposeful, in “goal achievement”
IMPORTANCE OF HRM
Human resource management (HRM) is the managing of people within the employer employee relationship. It involves the productive use of people in achieving the organization’s strategic business objectives and the satisfaction of individual employee needs. As HRM seeks to strategically integrate the interests of the organization and those of its employees, it is much more than a set of activities relating to the coordination of an organization’s human resources. HRM can be a major contributor to the success of an enterprise because it is in a key position to affect customers, business results and ultimately shareholder value. Likewise, ineffective HRM can be a major barrier to employee satisfaction and organization success. HRM is either a part of the problem or part of the solution in gaining the productive contribution of people like other functional managers in marketing, production or finance HR manager is responsible for performance. His/her position exists first and foremost to help achieve the strategic business objectives of the organization.
The integrated approach recommends a ‘fitness for purpose’ approach and it will be argued that both the scientiﬁc and human relations schools have a role to play in modern HR.
Human Resource Management Framework Model (HRM FRAM) describes HRM related processes throughout an organisation. HRM roles, systems and resources are not considered in the model. The FRAM does not represent a specific model currently in use in any particular country or organisation. It does, however, describe the processes, and the...