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STRATEGIC HUMAN MANAGEMENT AND DEVELOPMENT
UNIT I
HUMAN RESOURCE DEVELOPMENT
INTRODUCTION
Organizations are increasingly looking at human resources as a unique asset that can provide sustained competitive advantage. The changes in the business environment with increasing globalization, changing demographics of the workforce, increased focus on profitability through growth; technological changes, intellectual capital and the never-endingchanges that organizations are undergoing have led to increased importance of managinghuman resources. In this scenario, a human resource (HR) department that is highlyadministrative has to play the role of a strategic integrator to provide the competitiveadvantage needed for survival. implementation. STRATEGIC HUMAN RESOURCE MANAGEMENT
Strategic human resource management is a complex process which is constantly evolving and being studied and discussed by academics and commentators. Strategic HRMcan be regarded as a general approach to the strategic management of human resources inaccordance with the intentions of the organization on the future direction it wants to take.It is concerned with longer-term people issues and macro-concerns about structure, quality,culture, values, commitment and matching resources to future need.
Kazmi and Ahmad (2001) classify various definitions of strategic human resource management (SHRM) based on strategy-focused, decision-focused, content-focused and implementation- focused approach. According to the strategy-focused approach, which is supported by authors like Mathis and Jackson (1985), and Beer, Spector, Lawrence,
Mills, and Walton (1984), HRM is strategic by its very nature and all its elements have strategic linkages. The decision-focused approach formulated by Devanna et al. (1981) is based on three decision-making levels, namely operational, managerial and strategic and considers HRM at strategic level to be SHRM. According to content-focused approach that is
UNIT I
HUMAN RESOURCE DEVELOPMENT
INTRODUCTION
Organizations are increasingly looking at human resources as a unique asset that can provide sustained competitive advantage. The changes in the business environment with increasing globalization, changing demographics of the workforce, increased focus on profitability through growth; technological changes, intellectual capital and the never-endingchanges that organizations are undergoing have led to increased importance of managinghuman resources. In this scenario, a human resource (HR) department that is highlyadministrative has to play the role of a strategic integrator to provide the competitiveadvantage needed for survival. implementation. STRATEGIC HUMAN RESOURCE MANAGEMENT
Strategic human resource management is a complex process which is constantly evolving and being studied and discussed by academics and commentators. Strategic HRMcan be regarded as a general approach to the strategic management of human resources inaccordance with the intentions of the organization on the future direction it wants to take.It is concerned with longer-term people issues and macro-concerns about structure, quality,culture, values, commitment and matching resources to future need.
Kazmi and Ahmad (2001) classify various definitions of strategic human resource management (SHRM) based on strategy-focused, decision-focused, content-focused and implementation- focused approach. According to the strategy-focused approach, which is supported by authors like Mathis and Jackson (1985), and Beer, Spector, Lawrence,
Mills, and Walton (1984), HRM is strategic by its very nature and all its elements have strategic linkages. The decision-focused approach formulated by Devanna et al. (1981) is based on three decision-making levels, namely operational, managerial and strategic and considers HRM at strategic level to be SHRM. According to content-focused approach that is