‘Strategic Hrm and Performance
Objective:
The objective of this report is to focus on the concept of ‘Strategic HRM and Performance” and first examines in more detail some of the more current status of theoretical development and perspectives underpinning HRM and the emergence of Strategic HRM, followed by a critical review on the evidence based around what impact it has had in practice in terms of promoting and enhancing business performance. While we cannot ignore the importance of HRM theories in today’s management context, this paper explores whether these theories works well in practice.
Introduction:
The key purpose of HRM is to enable management to enhance the individual and collective contributions of people to the short and long term success of the enterprise. (Personnel Management Lead Body, 1993)
The emphasis on resources rather than cost as the source of competitive advantage means that strategy and HRM must be integrated. The workplace is in a constant state of change resulting from ongoing developments in technology and innovation and increasing economic, social and political pressures. This poses new and complex challenges for the human resources function within organisations. The role of Human Resource Management (HRM) is increasingly being scrutinised as it is acknowledged that through their human resources, organisations can find a sustainable source of competitive advantage. (Hathorn, 2012: 3).
The concept of HRM first emerged in the early 1980s from the United States and many models have since been developed intimating a direct link between human resource practices and business performance. (Katou and Budhwar, 2006: 1223). HRM is essentially concerned with managing ‘human capital’ and involves the application of a comprehensive and coherent approach to the employment and development of people (Armstrong, 2012: 1).
Whilst the link between HRM and performance has been the focus of much attention (Stavrou, Brewster and Charalambous, 2010: 933), the empirical evidence
The objective of this report is to focus on the concept of ‘Strategic HRM and Performance” and first examines in more detail some of the more current status of theoretical development and perspectives underpinning HRM and the emergence of Strategic HRM, followed by a critical review on the evidence based around what impact it has had in practice in terms of promoting and enhancing business performance. While we cannot ignore the importance of HRM theories in today’s management context, this paper explores whether these theories works well in practice.
Introduction:
The key purpose of HRM is to enable management to enhance the individual and collective contributions of people to the short and long term success of the enterprise. (Personnel Management Lead Body, 1993)
The emphasis on resources rather than cost as the source of competitive advantage means that strategy and HRM must be integrated. The workplace is in a constant state of change resulting from ongoing developments in technology and innovation and increasing economic, social and political pressures. This poses new and complex challenges for the human resources function within organisations. The role of Human Resource Management (HRM) is increasingly being scrutinised as it is acknowledged that through their human resources, organisations can find a sustainable source of competitive advantage. (Hathorn, 2012: 3).
The concept of HRM first emerged in the early 1980s from the United States and many models have since been developed intimating a direct link between human resource practices and business performance. (Katou and Budhwar, 2006: 1223). HRM is essentially concerned with managing ‘human capital’ and involves the application of a comprehensive and coherent approach to the employment and development of people (Armstrong, 2012: 1).
Whilst the link between HRM and performance has been the focus of much attention (Stavrou, Brewster and Charalambous, 2010: 933), the empirical evidence