Assessment on Hrm

Topics: Human resource management, Job description, Discrimination Pages: 14 (3921 words) Published: November 12, 2009

Armstrong (2003), defined ‘Employee resourcing as been concerned with ensuring that the organisation obtains and retains the human capital it needs and employs them productively’. Failure to recruit workers with appropriate competence will doom the firm to failure or stunted growth. (Boxall and Purcell, 2003, pg 140,141). Employee resourcing can involve sophisticated methods intended to realise long term objectives and balancing consideration such as satisfying the immediate needs to minimise employee costs and maximising the employee’s value to the firm and obtaining the optimal mix of skills and commitment in the work force. (Price, 2000)

Strategic HRM is a general approach to the strategic management of human resources in harmony with the intentions of the organisation on the future direction it has decided to take. It is concerned with longer-term people issues and macro concerns about structure, quality, culture values commitment and matching resources to meet future needs. (CIPD, 2008)

‘According to Armstrong(2006, pg 115), Strategic HRM is an approach to making decisions on the intentions and plans of organisation in the shape of policies, programmes and practices concerning the employment relationship, resourcing, learning and development, performance management, reward and employee relations’ which will make the organisation achieve sustained competitive advantage.

Strategic HRM is based on HRM principles incorporating the concept of strategy. So if HRM is a coherent approach to the management of people, SHRM now implies that HRM is done in a planned way that integrates organisational goals with policies and action sequences. (CIPD, 2008).

According to Torrington (2007. pg 35), three theoretical approaches can be identified to strategic HRM. Universalist approach: based on the concept that there is one best way of managing human resources in order to improve business performance. This is derived from the conception of Human practise as Best practise.

Fit or contingency approach: focuses on the need to align employment policies and practices with the requirements of the business strategy in order that the latter will be achieved and the business will be successful

Resource based approach: focuses on the quality of the human resources available to the organisation and their ability to learn and adapt more quickly than their competitors. This view of the firm is concerned with linking up the internal strategy and firm performance.

Royce (2003) explained that there are nine stages to the employee resourcing process, with the stages 1-5 regarded as recruitment and 6-9 regarded as selection. These stages are Job analysis, job description, person specification, Advertising, Application form, short listing, selection process, assessment of evidence from all sources and validate decisions.


➢ Job analysis: this seeks to identify the knowledge, skills, abilities and other characteristics required to carry out the defined tasks involved in a particular job. The demanding and time consuming process called job analysis is used to identify the functions, tasks and subtasks that, in turn determine the characteristics of the ideal candidate. (Leopold et al, 1999, pg 152). This in turn supports SHRM as it brings direction to the company in its search for people, as the company wishes to pursue and achieve its goals through people. (Armstrong, 2003, pg 105) ➢ Job description: This are derived from job analysis. It is a broad statement of the purpose, scope, duties and responsibilities that are attached to the job and as such is the basis for the contract of employment .(Gunnigle et al, 2006, pg 106). This supports strategic HRM, as organisations use it as a search tool to source for the most suitable candidates it needs to achieve a competitive advantage, which is the aim of SHRM. (Armstrong, 2003, pg 105)...

References: Armstrong (1999): Employees Gain Greater Access to Records, Irish Times, Dublin
Armstrong M and Baron A (2005): Managing performance, London, CIPD house.
Armstrong Michael (2006), Human Resource Management Practice, 2nd Edition, CIPD, London.
Boxall P and Purcell J (2003), Strategy and Human Resource Management, Basingstoke, Palgrave Macmillian.
Heery E and Noon M (2001), a dictionary of Human Resource Management, Great Britain, Oxford united press.
Leopold J, Harris L, and Watson T (1999): Strategic Human Resourcing, Principles, Perspectives and Practices, Great Britain, William Clowes.
McMahon Gerard (2002): Recruitment and selection, Ireland, oak tree press.
Price Alan (2004): Human Resource Management in a business context. 2nd edition, Italy, Saxon graphics
Price Alan (2007): Human Resource Management in a business context
Price Alan (2007): Human Resource Management in a business context. 3rd edition,
Italy, Saxon graphics
Torrington D, Hall L and Taylor S, (2008) Human Resource Management 8th Edition, Prentice Hall.
Cipd (2008): viewed 4th of December 2008,
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