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Strategic management, as a practice that assists the managers in executing their work is perceived as fresh idea yet it was established in 1950s and 60s. The idea has been accepted across all the sectors as a gateway to solutions.
Changes in work environments can only be incorporated in the long-term plan of the business through strategic management. There are other grand strategies some of which have been adopted by organizations. It includes diversifications, mergers and acquisition, concentrated growths, product development, innovation, turnarounds, integration and strategic alliances.
It is believed that strategic human resource management is a recipe to the success and continuous growth of many organizations. With its utilization by many organizations, there has been development of technologically based products like mobile phone banking and e-banking as well as moving to new markets and developing new banking products (Armstrong, 2000, p. 51).
The three options under this Strategic human resource are looking-in, looking-out and looking-ahead. “Looking in” refers to making an important decision internally such as the best way of use of resources. “Looking out” entails ascertaining boundaries to your company in order to come up with desired goals, be acquainted stakeholders and be dynamic to changes.
“Looking-ahead” entails connecting the company requirements with the formations and the possessions in order to attain the set objectives. It laso helps in the process of aligning the approach at any time towards the objectives. With globalization and growth in technology, many organizations are made up of systems, and sub-systems that are known as departments and sections.
The structure of the organization stems from the number of departments and sections. Human resource as a department and the focus of this essay is considered as the lifeblood of the organization (Mello, 2002, p. 59).
The purpose of this essay is fourfold. First, the essay will provide an explanation on the historical development of human resources. Secondly, it will establish the role that strategic human resource managers play in staffing and selection.
Moreover, it gives an explanation on how to prepare the job organization structure including job description. Finally, it gives an insight on evaluation of performance management, as well as how to design training for each employee (Gilmore & Williams, 2009, p. 59).
Strategic human resource management sets out to ensure that both organizational and individual goals are achieved. It seeks to establish a respectful relationship between employers and employees. Human resource is an umbrella that house functions such as organizing, planning as well as utilizing the work force.
As such, staffing and selection is a management process that form the integral part of any organization human resource management. The two functions work hand in hand since the objective of the organization is to select and recruit an employee with the required qualification and competence.
To ensure that this objective is attained, an organization, especially professional companies, design strategies and programs to aid in appraisal, selection and development of labor force to fill the roles designed into the structure. The process should be effective in order to ensure that competent personnel are discovered and obtained and higher performance by placing right persons on the right jobs.
In addition, it will boost employee morale and job satisfaction of employees though fair compensation of their contributions and objective assessment. Staffing and selection will facilitate optimum utilization of human resources and in minimizing cost of manpower.
It ensures continuity and growth of the organization through the development of managers. Moreover, it enables the organization to cope with the shortage of executive talent (Mello, 2006, p. 62).
In addition, staffing and selection that is the most important thing in companies because we must recruit the best employee for our company needs. In addition, we must find employees who fit our organization so we should have recruitment strategies such as hire the superior workforce.
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The human resources officer should determine the key requirements needed from the departments managers and which the certificates needed, traits, experience and characteristics you seek in candidates, all these things will assist the human resources officer to get to the best employee and adding the advertisement on the their website or on the recruitment website.
Nonetheless, strategic human resource managers concerns itself with job organization structure especially job description. The management should streamline accordingly the duties of all the employees so that there is no clash among them hence smooth running and performance of the staff.
The company executive among the stakeholders should ensure that adequate resources are availed to the employees. This covers the both human and other resources that ensures services delivery.
Job description is a written account of what an employee is to do on a particular job. It summarizes the tasks, duties and responsibilities. Job description is of the essence in professional companies since it aid in the development of job specification, which is necessary, in recruiting and selecting labor force.
Moreover, it is useful to designing orientation programs for the newly recruited employees, as well as in conducting job evaluation, performance appraisal and salary administration. Job description clearly indicates job identification such as title, job summary, job duties and responsibilities, relation to other jobs, supervision, working conditions and hazards. In addition, it states the use of machines, tools and equipments.
Performance management is critical aspect that oversees the duties and functions of all the company employees within their tasks and prepares them well for any future challenges. Performance management is an integral part of human resources management that follows each employee performance and preparing performance report for each worker.
The process is carried out systematically in order to give information on present performance and potential of the employee that are necessary in making objectives. The feedback of the assessment will form a valid database for personal decisions such as promotion, as well as punishment.
In addition, it enables the professional companies to test if their recruitment and selection process is effective. Not only will performance management improve the subordinate-superior relationship, but it will also provide counseling, coaching, career planning and motivation to subordinates (Legge, 2005, p. 29).
The procedure of performance management entails ascertains performance standards and escalating the standards. There is also measuring performance, matching the attained results to the standards, conferring the assessment, and correcting. The objective of performance management is to improve, change, develop and reinforce the current and future job and organizational requirements.
The appraisals are critical in determining the weaknesses and strengths of the staff and comparing it to the set standards. This helps in eliminating the loopholes and undesired work habits in the organization hence establishing an enabling work environment besides having the highly qualified personnel.
With the changing customer and organizational needs, training of the workforce has become necessary in any organizational setting. Training entails an increase in the wealth of knowledge and skills. In addition, it will augment the behaviour and performance of an employee. Training in organization aims at growing competence and skills as far as possible, in order for its future needs of human resources are realized internally.
For the organization to implement in fully its training program, it should follow some steps. This includes; identification of training needs, definition of the learning requirements, defining the objective of the training, planning training programs, facilities, methods, and trainers. It then proceeds to implementation and evaluation of the training. Therefore, training should be conducted based on individual employee needs.
The training should be executed based on the requirements of the staff and facing in their challenges in carrying out their duties. Companies should have such as in-service training at least after every 3 years for specific tasks to connect the staff and acquit them to the dynamics of the policies.
This also enables the staff to be up to date in performance and changes in their respective field. Responsibility is a critical aspect that customers and the stakeholders have entrusted the company staff irrespective of their positions. This guides them all through in the accomplishing of the desired objectives.
In conclusion, with the increase in the size of organization, advancement of technology, long-range need of workers, trade unionism, as well as human relation movement, human resource management has gained momentum in most organizations (Storey, Wright & Ulrich, 2009, p. 92). Efficient and effective human resource management is equated to organizational success.
Therefore, professional companies should incorporate human resource management especially training, selection, staffing, and performance management as their priority function. A well-managed workforce determines the future strength and position of an organization in the global market.
Moreover, as competition balloon among professional companies, it is necessary to recruit labor force, which is competent, efficient, and flexible to adapt to the ever-changing business environment.
In addition, all the departments are teamwork, but the human resources which is an important and vital jobs focus on how to select their employee and how to develop their employees which are very difficult; thus it is considered that the human resources is the most important department in companies.
Armstrong, M 2000, Strategic human resource management a guide to action, 2nd edn. Kogan Page, London.
Gilmore, S & Williams, S 2009, Human resource management, Oxford University Press, Oxford.
Legge, K 2005, Human resource management: rhetorics and realities, Palgrave Macmillan, Hampshire.
Mello, J 2006, Strategic human resource management, 2nd edn. Thomson/South- Western, Mason, Ohio.
Mello, JA 2002, Strategic human resource management, South-Western College Pub., Sydney.
Storey, J, Wright, PM & Ulrich, D 2009, The Routledge companion to strategic human resource management, Routledge, London.