Strategic Human Resource Management
TASK-1
(a) Explain the importance of strategic human resource management and the need for adopting both a medium and long- term perspectives in respect of HRM (AC1.1)
Introduction
The human resources of an organization consist of all people who perform its activities. Human resource management (HRM) is concerned with the personnel policies and managerial practices and systems that influence the workforce. In broader terms, all decisions that affect the workforce of the organization concern the HRM function.
The activities involved in HRM function are pervasive throughout the organization. Line managers, typically spend more than 50 per cent of their time for human resource activities such hiring, evaluating, disciplining, and scheduling employees. Human resource management specialists in the HRM department help organizations with all activities related to staffing and maintaining an effective workforce (Korsgaard,1995). Major HRM responsibilities include work design and job analysis, training and development, recruiting, compensation, team-building, performance management and appraisal, worker health and safety issues, as well as identifying or developing valid methods for selecting staff. HRM department provides the tools, data and processes that are used by line managers in their human resource management component of their job.
The meaning of SHRM
Strategic Human Resource Management is an approach to making decisions on the intentions of the organization concerning people-essential components of the organization`s business strategy. It is about the relationship between HRM and Strategic management in the organization. Strategic HRM refers to the overall direction the organization wishes to pursue in achieving its objectives through people.(Sonnenfeld, 1994)
Strategic HRM can be regarded as an approach to dealing with longer-term people issues as part of the strategic management thrust of the business. It covers macro-organisational concerns relating to
(a) Explain the importance of strategic human resource management and the need for adopting both a medium and long- term perspectives in respect of HRM (AC1.1)
Introduction
The human resources of an organization consist of all people who perform its activities. Human resource management (HRM) is concerned with the personnel policies and managerial practices and systems that influence the workforce. In broader terms, all decisions that affect the workforce of the organization concern the HRM function.
The activities involved in HRM function are pervasive throughout the organization. Line managers, typically spend more than 50 per cent of their time for human resource activities such hiring, evaluating, disciplining, and scheduling employees. Human resource management specialists in the HRM department help organizations with all activities related to staffing and maintaining an effective workforce (Korsgaard,1995). Major HRM responsibilities include work design and job analysis, training and development, recruiting, compensation, team-building, performance management and appraisal, worker health and safety issues, as well as identifying or developing valid methods for selecting staff. HRM department provides the tools, data and processes that are used by line managers in their human resource management component of their job.
The meaning of SHRM
Strategic Human Resource Management is an approach to making decisions on the intentions of the organization concerning people-essential components of the organization`s business strategy. It is about the relationship between HRM and Strategic management in the organization. Strategic HRM refers to the overall direction the organization wishes to pursue in achieving its objectives through people.(Sonnenfeld, 1994)
Strategic HRM can be regarded as an approach to dealing with longer-term people issues as part of the strategic management thrust of the business. It covers macro-organisational concerns relating to
References: Zhao Jingjie, Li Yan: Research on HRM Innovation in Knowledge Enterprise, "Industrial Technologyand Economy", 2006.04 Gao Riguan, Wang Biying: Research on "Harmonious Management" Pattern in Human Resources,"Science and Management", 2006.02 Si Jingbo: Research on Problems in HRM Innovation in New economical time. A paper of theMaster’ in Northeast Agricultural University, 2002.12 Wen Hansheng: Development Strategies in Enterprise HRM Innovation, "Modern Information"2003.04 Chen Rirong: Preliminary Analyses on HRM innovation in Enterprises, "The Journal of ChineseCommunist Party School in Shanxi Province ", 2006.01 Jiang Mingkang, Li Jiao: HRM innovation in Shanghai Branches of Four Great State-owned ,"Shanghai Finance", 2002.03 TASK-3Case study