Mitsubishi Motors North America - Case Study

To begin evaluating strategic human resource management approaches, one must first understand the concept of human resource management and how it came to be. Human resource management stemmed from what use to be called personnel management in the early 1940’s. The term human resource management (HRM) was first used in the United States and it suggests to some that “employees were an asset or resource-like machines, but at the same time HR also appeared to emphasize employee commitment and motivation” (CPID, 2016).

In this assignment I have looked at strategic human resource management perspective in Marks and Spencer. Before move on the strategic human resource management, let us have a brief introduction about Marks and Spencer. According to the corporate website Marks and Spencer, started its business as a single market stall and grown to become one of the UK’s leading retailers of clothing, food, home products and financial services. Marks and Spencer employs 78,000 in the UK and abroad, have more than 700 stores and serve over 21 million customers every week. Marks and Spencer strongly committed to provide high quality products as premium prices. The company has an established brand name and exceptional financial turnover of £8 billion in 2012 (About Us, 2014).

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

Federal and State Laws requires organizations to have specific forms completed and signed by employees to keep in their company employment file. Forms such as the W-4 Employee Withholding Allowance Form, State Tax forms, and the I-9 Employee Eligibility Verification Form are three standard forms that are completed for every employer within the state of Virginia (Dobbin, Sutton, Meyer and Scott 1993). However, other forms such as consent forms for random Drug Screenings, Acknowledgement of position duties, Acknowledgement of other company rules and regulations, etc. should also be included with employee paperwork. This is a measure of protection for the organization just in case an employee wants to file a claim against the employer or try to deny acknowledgement of specific agency rules and regulations. Orientation is an introduction to the organization policies, duties and culture (Perry 1993). Orientation is essential because it assist the new employee to be able to better adapt to the organization’s environment which will allow them to be more productive and dedicated to the position. Based on an article in Public Personal Management Journal, orientation gains employee commitment, reduces anxiety, assist with understanding expectations of the organization and assist with conveying the employee’s expectations of the position and organization. The first six months of business for Compasiόn LLC the employees who were hired did not go through a

Strategic Human Resource planning is the process of anticipating and providing for the movement of people with the skills and experience, into, within, and out of an organization to meet the long term strategic needs of the organization. [2]

One of the current trends in strategic human resources management (strategic HRM), is research regarding whether a company’s human resources department should put more effort in the strategic or organizational aspect of the company. Should a company focus more towards one aspect than on the other? In order to find answers to this question, researchers are using different theories, methodologies, evidences, gabs in research, and conclusions. The purpose of this literature review is to collect knowledge about the current thinking and research of the function of strategic HRM to improve the overall performance of a company.

Strategic Human Resource Management has been developed to give companies a competitive edge over other companies. Since widespread access to and the use of technology have resulted in tighter margins for maintaining a competitive edge,

Q1: Why is it important for HR Management to transform from being primarily administrative and operational to becoming more strategic contributor?

The term Human Resource Strategy is well defined as - “Human Resource management (HRM) is a strategic approach to managing employment relations which emphasises that leverage people 's capabilities is critical to achieving sustainable competitive advantage, this being achieved through a distinctive set of integrated employment policies, programmes and practices.” [ Bratton and Gold,4e,p3]

The strategic human resources management of the means every person from within organization from the top of management level to the bottom of ground staffs are doing things that make the organization successful. According to Schuler, R. S. (1992) strategic human resources management is defined about integration and adaption within organization .Its concern to ensure HR management is fully integrated with the strategy and these HR policies are adjusted and used by the employees and their line managers as part of their everyday work.

Strategic human resource management as described by Nel et al. (2011:562) is “long-term, top-level management decisions and actions regarding employment relationships that are usually made and performed with the overall general strategic management of

Strategic human resource management as described by Nel et al. (2011:562) is “long-term, top-level management decisions and actions regarding employment relationships that are usually made and performed with the overall general strategic

The general or generic orientation should begin on the first day and provide information that is generic in nature which can be conveyed by a Human Resources representative. According to Cheryl Mahaffey, this information should include the basics which are needed to understand the broader system of the company such as:

Activity 1.1 Strategic human resource management is an approach of managing human resources which supports to meet the long term business goals and achieving it through the strategic framework. The topics on which it focuses are long-term people issues, quality, structure, cultures, commitment, values etc.

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