Strategic Human Resources Management Assignment (HRM) (Essay Sample)

Strategic Human Resources Management Assignment
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Strategic Human Resources Management Assignment
Models of Human Resource Management
There exist several Human Resource Models as discussed in the first chapter of the text. The Guest Human Resource model, which was first developed by David Guest between the year 1989 and 1997, uses different labor-management approaches that are guided by employee’s behavior, goals, long-term financial outcomes, and performance (Bratton & Gold, 2012). Notably, it is significant in examining key employer goals. The second is Warwick model that was founded in the year 1990 by Pettigrew and Hendry (Bratton & Gold, 2012). The model majorly describes how a company can use HRM to increase its performance. Further, it discusses the impacts that result from human resource practices and business strategies mutually. Primarily, it focuses on enhancing the relationship between employees and employers based on their common interests while putting more emphasis on the need for employers to take into account their employees’ needs and wants.
Moreover, the chapter also presents a model named Harvard model of HRM. Particularly, it was developed by Beer in conjunction with several other members of Harvard School of HRM in the year 1984 (Bratton & Gold, 2012). Majorly, it describes HRM as consisting of six portions which are mutually related and highly affecting the normal operations of a company. The six portions should be addressed without necessarily leaving out any since the normal operations of an organization will be adversely impacted by such a move. Next, there is the Storey model which was developed in 1989 by John Storey (Bratton & Gold, 2012). Primarily, it proposes the use of human aspects of resource management, such as leadership, employee motivation, and communication in running organizations. Additionally, there is the Fombrun, Tichy, and Devanna model which is named after the three and was developed in 1984 (Bratton & Gold, 2012). Its primary focus is on rewards, appraisal, development, and appraisal functions of human resource in which it seeks to explain how they are related. Besides, it argues that for an organization to achieve its goals, it has to observe the four functions.
Best Model
Several models with varying approaches to strategic human resource management were proposed by researchers to manage the issues of workforce. When considering the best strategic approach to HRM, Storey Model stands out as the most practical and easy to understand. Strategic approach in this model has been described as comprising three levels, which are business, function, and corporate levels (Bratton & Gold, 2012). Moreover, it explains these levels in details, which makes it easy to apply in a business organization from both a theoretical and practical point of view. Besides, as a rational business strategy, the Storey model of HRM is more accurate and practical for a strategic approach to human resource management (Bratton & Gold, 2012). Not only is it a very detailed model with highly specified diagram and key points, but it also covers the HRM area from all three levels of corporate, business, and functional strategizing.
Moreover, the more specific the model is, the more accurate it is to apply to daily HRM affairs, and since this model is an easy one, it perfectly represents a strategic approach (Daley, 2012). Further, unlike other models which are described as using a hard approach, Storey Model utilizes a soft approach that is based on commitment rather than compliance (Beugelsdijk, 2008). Additionally, it describes four practical components when implementing strategic human resource management, namely strategic qualities, beliefs, key levers, and role of line managers. When implementing any strategic HRM approach, the model believes that the most determinant factor in the success of an organization is the commitment and capabilities of employees (Bratton & Gold, 2012). Arguably, this belief signifies a strategic approach considering that organizations that perform well are those whose human resource structures are sensitive to their workers.
Neo-Liberal Economic and Social Policies
The business environment in the current world is faced with a lot of dynamics which have a major impact on the function of Human Resource Management. Primarily, this creates the need for HRM professionals to be aware of the critique of the neo-liberal economic and social policies. Under the neo-liberal economic as well as social policies, globalization is inside everybody's life (Wright & McMahan, 2011). Consequently, it is not an opportunity to examine when, where, and how those new approaches will influence the business that each HRM proficient is chipping away since globalization is as of now influencing individuals' lives (Beugelsdijk, 2008). Obviously, it is the ideal opportunity to examine ways to adjust human resource experts to live under this new pattern.
Further, since a few people cannot acknowledge the new changes that are going on in their lives, they might be dispensed by nature (Beugelsdijk, 2008). For this reason, this should act as a wake-up call to professionals to broaden their knowledge on existing and emerging critiques related to neo-liberal social and economic policies. Moreover, considering that unawareness should not occur to any qualified HRM expert, a sensible HRM expert would recognize the significance of a pluralistic domain in business influences, as opposed to attempting to comply with the old principles (Ngo, Lau, & Foley, 2008). One of the fundamental values of HRM is to move the opportune individual from the labor pool to fit the perfect place as long as he or she meets all the requirements needed for the employment position. Disagreeing with this esteem is to differ with the idea of the human resource in an institution.
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