A Critical Evaluation of how the SHRM of a global workforce could impact an organization’s competitive advantage Introduction:
A Critical Evaluation of how the SHRM of a global workforce could impact an organization’s competitive advantage
Introduction:
In a strongly connected business world, today’s business culture and competitive forces have changed how an organization handles its operations. As the unknown forms of competitive advantage lie ahead waiting to be discovered, organizations are planning and implementing new strategies to hold onto the rarest and most valuable form of competitive advantage; human resources. The focus of this paper is to evaluate how Strategic Human Resource Management (SHRM) component of an organization and its impacts on an organization s competitive advantage on the global foreshore. Relevant literature on the subject is favoring SHRM as a critical function of multi-national organizations; however the journey of finding perfect SHRM solutions is a long term vision of any company. It is evident that organizations operating on a global scale realize the simplicity of a convergent approach to managing a global workforce (Bae and Rowley, 2001). Impacts on competitive advantage can arise positively and negatively, based on the integration of SHRM, organizations need to clearly map out the strategy and uphold a proactive approach with SHRM. However literature suggests before aligning SHRM across the globe, organizations need to conscious of the overall strategy, and the methodology behind how human resources are integrated into that strategy will be the determinant of sustained competitive advantage.
Evidence:
As market functions become more universal within a globalised environment, organizations are constantly mirroring the competitor’s movements to counter act market position and share. Simply know as ‘benchmarking’ or ‘best practices’, global firms constantly strive to seek out ways to stay on top of any competitive advantage. For example, two areas of business which employ this ideology are finance and accounting, finance and accounting are ruled by
Introduction:
In a strongly connected business world, today’s business culture and competitive forces have changed how an organization handles its operations. As the unknown forms of competitive advantage lie ahead waiting to be discovered, organizations are planning and implementing new strategies to hold onto the rarest and most valuable form of competitive advantage; human resources. The focus of this paper is to evaluate how Strategic Human Resource Management (SHRM) component of an organization and its impacts on an organization s competitive advantage on the global foreshore. Relevant literature on the subject is favoring SHRM as a critical function of multi-national organizations; however the journey of finding perfect SHRM solutions is a long term vision of any company. It is evident that organizations operating on a global scale realize the simplicity of a convergent approach to managing a global workforce (Bae and Rowley, 2001). Impacts on competitive advantage can arise positively and negatively, based on the integration of SHRM, organizations need to clearly map out the strategy and uphold a proactive approach with SHRM. However literature suggests before aligning SHRM across the globe, organizations need to conscious of the overall strategy, and the methodology behind how human resources are integrated into that strategy will be the determinant of sustained competitive advantage.
Evidence:
As market functions become more universal within a globalised environment, organizations are constantly mirroring the competitor’s movements to counter act market position and share. Simply know as ‘benchmarking’ or ‘best practices’, global firms constantly strive to seek out ways to stay on top of any competitive advantage. For example, two areas of business which employ this ideology are finance and accounting, finance and accounting are ruled by