Recommended Approaches for Sustainable Competitive Advantage in Shrm
Introduction
A business nowadays becomes more global and demanding, which push organisations to seek for new means to success in their operation and to compete another organisation. To response the reality, businesses have been developing the techniques or seeking possible source of competitive advantage. It should be noted that human resources and their management play an important role to asset the organisation to achieve the goal. It be identified the linking between strategic goals and human resource as strategic human resources management (SHRM), which is one of key element of achieving sustained competitive advantage. This essay presented the selected two approaches that the extremely useful in achieving sustained competitive advantage. These approaches were selected based on SWOT analysis point of view. Frist, the resource-based view focuses the strategic importance of internal strengths and weaknesses. Second, the external opportunities and threats can be focused by using best-fit approach. In addition, (Batt 2002) introduces three dimensions of HRM systems to acquire and maintain the human capital, including recruitment of people with respective skills and investment in their initial training, work design that embedded continuous learning , and performance-based incentives. Therefore, the best-fit approach aims to focus on recruitment, rewards, and career path (Schuler and Jackson 1987). On the other hand, resource-based view of SHRM focuses on training, work design embedded continuous learning, and performance-based incentives(Wright, Dunford et al. 2001).
Resource-based view of SHRM
(Wright, Dunford et al. 2001) claimed the conceptual development of SHRM under resource-based view can achieve the sustainable competitive advantage. The HR architecture contains human capital pool employee relationships and behaviours and people management practise. First, human capital pool refers to the stock of employee skills in the firm, which is focused to
A business nowadays becomes more global and demanding, which push organisations to seek for new means to success in their operation and to compete another organisation. To response the reality, businesses have been developing the techniques or seeking possible source of competitive advantage. It should be noted that human resources and their management play an important role to asset the organisation to achieve the goal. It be identified the linking between strategic goals and human resource as strategic human resources management (SHRM), which is one of key element of achieving sustained competitive advantage. This essay presented the selected two approaches that the extremely useful in achieving sustained competitive advantage. These approaches were selected based on SWOT analysis point of view. Frist, the resource-based view focuses the strategic importance of internal strengths and weaknesses. Second, the external opportunities and threats can be focused by using best-fit approach. In addition, (Batt 2002) introduces three dimensions of HRM systems to acquire and maintain the human capital, including recruitment of people with respective skills and investment in their initial training, work design that embedded continuous learning , and performance-based incentives. Therefore, the best-fit approach aims to focus on recruitment, rewards, and career path (Schuler and Jackson 1987). On the other hand, resource-based view of SHRM focuses on training, work design embedded continuous learning, and performance-based incentives(Wright, Dunford et al. 2001).
Resource-based view of SHRM
(Wright, Dunford et al. 2001) claimed the conceptual development of SHRM under resource-based view can achieve the sustainable competitive advantage. The HR architecture contains human capital pool employee relationships and behaviours and people management practise. First, human capital pool refers to the stock of employee skills in the firm, which is focused to