Achieve goals in strategic human resource management

Sick days and personal leave for bereavement, jury duty, voting, etc. Performance evaluations and salary increases Performance improvement Behavioral science[ edit ] Behavioral science is the scientific study of human behavior. This applied science is used as a tool in SHRP to help understand and manage human resources. In other words this is a strategy that intends to adapt the goals of an organization and is built off of other theories such as the contingency theory as well as institutional theory which fit under the umbrella of organizational theory.

Achieve goals in strategic human resource management

Consideration is then given to its aims and characteristics.

Achieve goals in strategic human resource management

The chapter concludes with a review of reservations about HRM and the relationship between HRM and personnel management. He suggests four aspects that constitute the meaningful version of HRM: They further explained that there is a human resource cycle an adaptation of which is illustrated in Figure 1.

This framework is based on the belief that the problems of historical personnel management can only be solved: Without either a central philosophy or a strategic vision — which can be provided only by general managers — HRM is likely to remain a set of independent activities, each guided by its own practice tradition.

These pressures have created a need for: They were the first to underline the HRM tenet that it belongs to line managers. They also stated that: The Harvard school suggested that HRM had two characteristic features: The Harvard framework as modelled by Beer et al is shown in Figure 1.

According to Boxall the advantages of this model are that it: As Ulrich and Lake remark: Extensive research see Chapter 4 has shown that such practices can make a significant impact on firm performance. More specifically, HR strategies can be concerned with the development of continuous improvement and customer relations policies.

Human capital the human capital of an organization consists of the people who work there and on whom the success of the business depends. Human capital has been defined by Bontis et al as follows: The human elements of the organization are those that are capable of learning, changing, innovating and providing the creative thrust which if properly motivated can ensure the long-term survival of the organization.

HRM aims to ensure that the organization obtains and retains the skilled, committed and well-motivated workforce it needs.

This means taking steps to assess and satisfy future people needs and to enhance and develop the inherent capacities of people — their contributions, potential and employability — by providing learning and continuous development opportunities.

It also means engaging in talent management — the process of acquiring and nurturing talent, wherever it is and wherever it is needed, by using a number of interdependent HRM policies and practices in the fields of resourcing, learning and development, performance management and succession planning.

HRM aims to support the development of firm-specific knowledge and skills that are the result of organizational learning processes. Reward management HRM aims to enhance motivation, job engagement and commitment by introducing policies and processes that ensure that people are valued and rewarded for what they do and achieve, and for the levels of skill and competence they reach.

Employee relations The aim is to create a climate in which productive and harmonious relationships can be maintained through partnerships between management and employees and their trade unions. Meet diverse needs HRM aims to develop and implement policies that balance and adapt to the needs of its stakeholders and provide for the management of a diverse workforce, taking into account individual and group differences in employment, personal needs, work style and aspirations, and the provision of equal opportunities for all.Strayer University's MBA of Human Resource Management focuses on management strategies to optimize corporate structure & organizational change.

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The skills you learn can be applied directly to contemporary organizations. Learn more about our flexible learning options. 1. Intoduction. The field of talent management is maturing and there are now significant debates about the breadth and focus of the function.

What is Strategic Human Resource Management? (with pictures)

Practitioners face choices about the design, role, remit, return on investment and ownership of talent functions, along with potential contributions to strategic workforce planning, employer branding, and global capability transfer.

Strategic human resource management requires organizations to maximize the productivity of people using effective strategies to help achieve organizational goals. HR Strategic Planning Puts Things in Motion, Optimizing Utilization of People. Empower your teams with Human Resources solutions..

Kronos® HR technology solutions automate administrative human resource management processes and provide employee self-service (ESS) capabilities so you can more efficiently manage onboarding, benefits administration, and compliance.

International Journal of Humanities and Social Science Vol. 2 No. 10 [Special Issue – May ] 62 Relationship between Strategic Human Resource Management and Firm.

Strategic human resource management (strategic HRM) is an approach to managing human resources that supports long-term business goals and outcomes with a strategic framework. The approach focuses on longer-term people issues, matching resources to future needs, and macro-concerns about structure, quality, culture, values and commitment.

Achieve goals in strategic human resource management
Strategic Management - Meaning and Important Concepts