Challenges of Human Resource Managers Essay

In simple term, strategic human resource management is concern with the ways in people is crucial to company effectiveness. According to Miller (1987) strategic

Today 's fast-paced, competitive business environment has resulted in "rediscovery" of the human resource management function as a group that may be able to enhance firm competitiveness and performance by being "strategic" (Dyer & Kochan, 1995; Ulrich, 1997). Strategic Human Resource Management is a term describing an integrated approach to the development of Human Resource Strategy that will enable the organization to achieve its goals (Armstrong, 2005). Whiles strategy is an action that managers take to attain one or more of the organization’s goals. Strategy presents a general direction set for the company and its various components to achieve a desired state in the future. This results from the detailed

Human Resources Management is an area that is constantly growing and changing to meet the new demands and challenges of a forever-evolving work force. What was once labeled "personnel" and associated with a reputation for being highly administrative and dealing solely with lots of paperwork, the field has transformed itself into the strategic entity it is today. The changes, however, haven't stopped there. While bringing both pros and cons along with it, technology has spearheaded into the forefront of human resources management.

The practise of Human Resources is moving from the traditional forms of managing people to a more strategic form whereby the Human Resources function is closely linked with organisational performance and success. This strategic form of human resources has increased the need for the Human Resource professional to understand the linkages between Corporate Strategy, Human Resource Strategy and Employee Integration.

As human resources have become viewed as more critical to organizational success, many organizations have realized that it is the people in an organization that can provide a competitive advantage.2 Throughout the book it will be emphasized that the people as human resources contribute to and affect the competitive success of the organization. Human Resource (HR) management deals with the design of formal systems in an organization to ensure the effective and efficient use of human talent to accomplish organizational goals. In an organization, the management of human resources means that they must be recruited, compensated, trained, and developed.

* Two-way linkage allows for HR issues during strategy formulation process; various strategies are made, then presented to HR, HR evaluates each strategy, gives feedback to strategic unit

Strategic Human Resource Management (SHRM) is concerned with establishing a specific and managed cause and effect relationship between an organisation's actions to survive and grow and its HRM principle and practices. It is also concerned with the mechanism through which people in an organisation gain an understanding of the purpose of the organisation, its goals and strategic objectives. As well as how the organisation related to its external environment in order to achieve these goals and objectives (SHU International MBA, Intro to SHRM unit p.1)

When a company or organization understand the strategies of human resource management and utilizes them well, it can be a great asset to the economic development of that organization. Human resource management is the process of acquiring, training, appraisal and compensating employees and of attending to their labour relations, health, safety and security.

Human Resource Management is “the process of managing people in a company as well as managing the existing inter-personal relationships” (J. Suli, What Is Human Resource Management, 2013). Key to the success and growth of any business, the HR department is commonly known for taking care of issues and creating strategies for effective employee recruitment and development in a business. However, nowadays, because of the intense competitive market and ever-changing demands, in order for an organisation to create competitive advantage and add value to its corporation, different workforce management mechanisms have to be implemented. These high investments on human resources function have been more eminent for the past decade and

Every organization needs a concrete Human Resources Management plan to strategically guide them in achieving defined business goals. The plan must provide vision and framework to all functional areas within an organization in order to remain competitive and relevant in their given industry. “It is within this framework that human resources must develop a strategic plan” (Brunot, 2017). Implementing such a plan will capitalize on interplay between “capabilities (strengths and weaknesses) with the demands of its environment (its competitors, customers, and suppliers)” (Dessler, 2017, p. 69). It is also through a well-developed plan that policies and procedures can be altered or created to bring about the desired changes.

Human Resource Management is the process of acquiring, training, appraising and compensating employees, and of attending to their labor relations, health and safety and fairness concern. “Human Resource Management is a distinctive approach to employment management which seeks to achieve competitive advantage through the strategic deployment of a highly committed and capable workforce, using an array of cultural, structural and personal techniques” Storey (1995)

Nowadays, Human Resource Management is an important field which we have to take into consideration if we are a large company, because now we move to a more knowledge based and interactive global economy.

Human Resource Management (HRM) has effectively been an integral part of organizations’ since the end of the 19th century. There has been continuous shift in name change, focus and responsibilities of HRM, with the role progressively evolving since the days of the industrial revolution, reflected in the change of terms from Welfare Officers, Personnel Management, Human Resource Management (HRM) and most recently Strategic Human Resource Management (SHRM).

Within this essay an in depth analysis will be conducted on the difference between Human Resource Management and Strategic Human Resource Management using contemporary perspectives. Human Resource Management (HRM) is the process of managing human resources in a systematic way. It is a practice devised to maximise the performance of employees and is concerned with the application of management principles to manage organisational personnel while paying attention to the policies and systems of the entity (Delaney & Huselid, 1996). Strategic Human Resource Management (SHRM) is a function of management which entails development of policies, programmes and practices related to human resources, which are aligned with business strategy so as to achieve the strategic objectives of the organisation (Patrick M. Wright, 1992). Its primary purpose is to improve the performance of the business and maintain a culture that encourages innovation and works continuously to gain competitive advantage. In this essay the Resource-Based View, High Performance Management and High Commitment Management perspectives of Strategic Human Resource Management and Traditional and Collaborative

Strategic human resource management process is very important to any organization in the present day context because it contributes to the organizations performance to a greater extent even on a highly volatile environment.