Strategic Human Resource Management (Term Paper Sample)

Strategic Human Resource Management
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The Strategic HRM is about planning and execution of strategy as well as the strategic HR-specialists behavior working alongside their management colleagues to realize business objectives plus putting into practice its values. It’s the foundation for the development and implementation approaches considering the shifting context in long-run operational needs of a business. It is a mindset transformed to reality only when it produces strategic actions and reactions as overall/specific HR approaches or strategic HR professionals’ behavior (Gilmore and Williams, 2009; Kabene et al., 2006).
Key arguments supporting a best practice approach to strategic HRM
High performance administration: High-performance management and working have the objective of making an organization’s performance impact on productivity, customer service levels, profits, quality, and growth. These practices include laborious staffing and assortment processes, incentive pay systems, all-embracing and appropriate training, growth management undertakings and performance administration procedures.
High commitment administration: Human resource management is defined by its stress on the vitality of mutual commitment. High commitment administration is a aimed at stimulating an obligation in a way that behaviors are mainly self-controlled and not to be controlled through authorizations as well as external pressures to a person and relationships within the company are founded on high trust levels.
High-involvement administration: This work practice comprises specific human resource practice set focusing on a worker’s decision-making, access to information, incentives, training and power. The management system is founded on obligation and engrossment contrary to the old bureaucratic control model. The fundamental postulate is that workers proliferate work engrossment when only presented with a chance understand and control their undertakings. These practices perform well since they work as an interaction with multiplicative effects. It majorly encompasses treatment of workers as company cohorts with respected interests and equal contribution regarding ideas on matters concerning themselves. Primarily, these practices target involvement and communication in creating a continued dialogue climate between leaders and the team members taking place so as to outline prospects and information sharing on mission, objectives as well as values of the organization. The result is the establishment of a mutual understanding of what ought to be achieved and drafting an outline applied in management and evolving individuals to hit the goalmouth (Gilmore and Williams, 2009; Kabene et al., 2006).
Impact of the approach on human resource professionals
For lower turnover, greater sales, stock market value for each worker and profitability, research reveals that organizations treat their workers as greatest assets and managers, and the following points help for illustration.
Employment security: Workers need to be assured that would not lose their positions in cases of taking creative risks that turn futile. This encourages inventive and fruitful behaviors and should be championed by managers. Nonperforming workers are usually fired, but it is not advisable to put them on the street as a result of economic recessions or errors by high-ranking administration employees does not have control over. Job security should be seen as an important tool in establishing employee conglomerate and doing otherwise would place company assets and workers in a competition.
Use of different criteria in employee selection: When organizations attract many job applicants, they ought to carefully select the workers based on skills, abilities, and knowledge in line with company mission and values. These companies employ the upfront approach in the acquisition of the right workers via evaluation of the individuals on the hardest-to-learn skills that can’t be taught. These include initiative and ability to learn besides ardent problem solving. The companies should, therefore, avoid time and resource wasting on fixing individuals to jobs they do not qualify. Cultural fitness and attitude should be screened for rather than just learned skills new workers can easily acquire.
Making decisions should be decentralized and teams self-managed: Teams should encourage control based on substitute peers of work for a ranked mechanism that allows management layers elimination. Encouragement of individuals’ self-sufficiency and decision-making power control within a team facilitates a high sense of accountability as well as ownership. This provokes initiative besides improved responsibility acceptance since there is no hierarchy that acts as growth and success barriers.
Reasonably high recompense dependent on company performance: Increased payment leads to economic success production that enables employees to concentrate on refining their performance instead of weighing their payment. Although this may seem obvious, most companies would rather give a pay rise based on time lapse and not on performance that is ad hoc. Successful organizations proportionately align payment with success just as payment and performance.
Extensive training: Although this calls for return-on-investment calculations, such scrutinizes are hard or impossible to undertake. Prosperous organizations emphasizing on training do it due to faith. For workers to assist in pioneering and encouraging innovation in an organization that is crucial in a familiarity economy, they must be given chances to embrace new work skills. Workers are worth the investment for best results.
Condensed status distinctions: They comprise dress, office arrangements, wages, language and parking discrepancies. Distorting graded structure is achieved through language, physical space, and labels in effectively establishing the same value for all workers hence decreasing perceived barriers between junior employees and top management which encourage the flow of information.
Extensive information sharing across the company on finances and performance: An organization with high trust has no secrets and should be ready to share information on salary and bonuses with every interested worker. While most will consider this as extreme transparency case or exposing financial performance, operational measures as well as strategy, they relay trust at workplace hence encourage ownership that assists in reaching established goals successfully (Gilmore and Williams, 2009; Kabene et al., 2006).
Application of best practice/best fit in worker corporative or hospital/school/community operation of public service
The ultimate objective of this human resource management approach is to come up with organizational ability through ensuring that the company is equipped with skilled, committed, well-motivated and engaged employees needed to realize mission. In such organizations, the strategy works to achieve business human resource approaches and business strategies integration. It also works to provide a sense of direction in these organizations needed by individuals and the organization; besides, it helps in meeting employees’ collective development and execution of comprehensible and hands-on human resource policies.
This strategy is a selected approach to achieve future goals belonging to these enterprises that are aided by the adoption of action courses and resource allocation vital in pursuing the objectives. To achieve this, the organizations work under the following foundation features:
Forward-looking: These organizations first decide where to go and how to get there, that is, the concern is laid on the ends and the means. Here, the strategy acts as an affirmation of the intention and underline long-run objectives as well as cover the attainment of the set goals, guiding the purposeful action used in delivering the intended outcomes. The organization, therefore, struggle to understand the strategy as the crucial ends and means framework.
Resource-based assessment: The organizations’ capability is based on its input capability whereby both resource quality and quantity besides their potentiality to produce t...