Concept of Strategic Human Resource Management HLTH 5040 March 31, 2014 Abstract The Concept of Strategic Human Resource Management has a widely use but very arrangement of definition. Research has present reasons that if the concept is to have any social systematic value, it should be defined in a way as to characterize it from traditional personnel management, and to allow the development of testable interpretation about its impact. Concept of Strategic Human Resource Management Thought out the research many definitions arose, strategy provides a great structure to support within which is set out what the company is considerate to do about managing people in general or in ordinary areas of human resource management. The strategic is the intention and plan to use human resources to achieve company goals, and it is part of a strategic human resource management process that leads to the development of overall specific performance by human resources management. It depends highly on the viewpoint being taken by human resource management. It can be express as traditional personnel management, as a mixture of personnel management and industrial relations, and as part of strategic, managerial role. Research has demonstrated the benefits of bringing human resource management and knowledge and experience of management. That will reinforces the support and enhance organizational effectiveness of performance. A typical handbook usually defines human resource management as the management of the companys employees ( Scarpello and Ledvinka, 1988, p. 4). Armstrong (2000) defines human resource management as strategic personnel management emphasizing the acquisition, organization and motivation of human resources. This input is a group of handbook that discovers how human resource management and knowledge management have organized and provide guided by experience. Researcher firmly believe that it will set the stage for enlarging and enriching the research base on the...
References: Michael Armstrong, (2000), 11th edition, Armstrongs handbook of human resource management practice. Armstrong, M. (2000), The name has changed but has the game remained the same, Employee Relations, Vol. 22 No. 6, pp. 576-93. Boisot, M. (2005), Exploring the information space a strategic perspective on information systems, in Rooney, D., Hearn, G. and Ninan, A. (Eds), Handbook on the Knowledge Economy, Edward Elgar, Cheltenham. Boxall, P. and Purcell, J. (2003), Strategy and Human Resource Management, Palgrave Macmillan, Basingstoke and New York, NY. Burton, J.A. (1999), Knowledge Capitalism, Oxford University Press, Oxford. Drucker, P. (1999), Knowledge worker productivity the biggest challenge, California Management Review, Vol. 41 No. 2, pp. 79-105. ODell, C. and Jackson, C. (1998), If Only We Know What we Know The Transfer of Internal, Knowledge and Best Practice, Free Press, New York, NY. ODonnell, D., ORegan, P., Coates, B., Kennedy, T., Keary, B. and Berkery, G. (2003), Human interaction the critical source of intangible value, Journal of Intellectual Capital, Vol. 4 No. 1, pp. 82-99. Scarpello, G.V. and Ledvinka, J. (1988), Personnel/Human Resource Management, PWS-Kent Publishing Company, Boston, MA. Scholl, W., Koenig, C., Meyer, B. and Heisig, P. (2004), The future of knowledge management an international Delphi study, Journal of Knowledge Management, Vol. 8 No. 2, pp. 19-35. CONCEPT OF STRATEGIC HUMAN RESOURCE MANAGEMENT PAGE MERGEFORMAT 8 Running head CONCEPT OF STRATEGIC HUMAN RESOURCE MANAGEMENT PAGE MERGEFORMAT 1 CONCEPT OF STRATEGIC HUMAN RESOURCE MANAGEMENT PAGE MERGEFORMAT 2 Running head CONCEPT OF STRATEGIC HUMAN RESOURCE MANAGEMENT PAGE MERGEFORMAT 2 Y, dXiJ(x(
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