Strategic Human Resource Management: A Critical Analysis

Functions of HRM and SHRM

Discuss about the Strategic Involvement and E-HRM Technology.

Human resource management” href=”https://#”>Human resource management sector has a long history and tradition specific to the strategies. In this particular article a wide explanation of human resource management” href=”https://#”>strategic human resource management was provided to focus on the multi- disciplinary nature of the field. The authors have critically analyzed long history of around 30 years of strategic human resources theory. In doing so, the HRM system was provided with additional value in the form of management tools and technique. This process has leveraged a large variety of result related to internal and external stakeholders. This particular article has supported the constant improvement of the scientific knowledge base of the Human Resources department. It has also provided further opportunities for thinking systematically to address the issues of several stakeholders. The conclusion of this article has suggested about the struggle for a greater effectives in practice by solving the problems of innovation management and environmental sustainability (Jackson, Schuler & Jiang, 2014).

In the light of this article, Clair & Milliman (2017) discussed the functions of strategic human resource management. Strategic human resource management can be defined as the connection of human resources with the strategic goal of the organization. It is helpful in improving the organizational performance and developing a strong internal culture. Strategic human resources influence flexibility, innovation and competitive advantage within an organization. Therefore, if an organization implements strategic human resource management then it refers to the strategic function of preparing and incorporating the organizational strategy by means of HR activities such as recruiting, selecting and training new and existing employees.            

HRM is not much different from SHRM as both of them are connected explicitly. They are mutually supportive of the HR interventions and therefore, most of the responsibility and functions of HRM is shifted down the hierarchy.

This particular book has provided relevant information about the basic theory and knowledge regarding HRM practice. It is mentioned by the authors that the upcoming trends and issues have remarkable implications in the field of HRM. The content of the book has specially focused on the outsourced work, impact of international economic downturn and a wide range of diversity. The authors have explained about the main issues faced in the contemporary business environment such as globalization, sustainability, innovation, recruiting and retaining talent. The information in this book has specifically mentioned about the real world challenges faced by the HR department in the region of Australia and Asia- Pacific. Current and local examples were provided to make the content easy to understand for the readers (Kramer et al., 2014).

Issues faced in the contemporary business environment

With respect to the above discussion, Veth et al., (2017) mentioned that a lot has been discussed already regarding the content, application and practices of human resource management. Scholars have also discussed about the limitations and extent of research on this specific field. Previously there were much contradiction regarding the duties and responsibilities of a HR manager. However, in the earlier days, the main task of the HR manager was not to look for the welfare of the employees but to take part in active negotiation with the union members. It has resulted in creating hurdles between the management and the employees. The employees were left with no other option than to depend on the union members for their political and financial benefit. They had to follow the leadership of the union against their will, thus leading to low productivity. In order to overcome this problem, a set of new HRM goals were set for encouraging the employees to participate for a better organizational performance.

The authors of this article have countered the discussion of the previous articles about the critical roles required to play by the HR managers and business owners. They have explained that the managers need to put their utmost effort in resolving the issues related to employee turnover and the primary focus was put on the small and medium organizations. The paper has explicitly revealed the effect of HR practices that is able to amend the negative influence on the organization resulting from high employee turnover. The key points of this article included compensation and benefit for the employees, training, and employee relationship and performance management. Information has been gathered from existing literature on similar kind of issues to put a strong impact on this research paper (Long, Ajagbe & Kowang, 2014).

To continue the discussion on the contemporary issues faced by HRM Kaliguiri (2017), has mentioned that the preconceived notions of the HR managers need to be changed regarding their role. This has been considered as the main issue faced by the HR managers and officials. Most of them think that the primary function of HR is to seek and recruit new talent. However, the new idea is that the major HR activities revolve on the retention of existing talent. Employees are the assets of an organization therefore, they need to be nourished with proper training and equipments for improvement. The employees need to realize that their presence is valued in the organization. It is also a challenge for the HR department to finds the suitable individual with requisite skills. Therefore, it is better to train the existing individuals by investing less time and money in comparison (Zibarras & Coan, 2015).

Basic theory and knowledge of HRM practice

In this article the strategies of HRM has been discussed by the authors in relation with the advent of internet- based practice of human resource management. The advanced technology in the field of HRM has made the organizations strategic. The role of technology in the organizations was tested by using a wide range of survey among 5665 companies in 32 different countries. A non- recursive model of simultaneous equation was used with instrumental variables to experimentally analyze the competing theoretical perspectives in this article. The research findings have found out the strategic indulgence of HR is connected both directly and indirectly to e- HRM. On one hand, it supports the theoretical aspects and on the other, each of them is mutually inclusive. The implementation of the research outcome provided an efficient theory and practice for further research on this topic (Marler & Parry, 2016).

The HR strategies and their implementation in the organization were described by Foss et al., (2017). The strategies of HRM refer to entire planning that gives way to the specific HRM functional areas. The strategies are responsible for leading in personnel decision- making to assure the selection of a suitable feature for the organization. The four major areas where the strategies are implemented are people, culture, and organization and HR system. The strategies of HRM were effective in attaining the organizational goals. It is the key role of the HR manager to look into the selection, recruitment, training and retention of workforce in the organization. Employees are considered as the most important assets of the company and therefore an HR should make all the modification necessary for employee satisfaction (Ahlvik & Björkman, 2015).

This article was based on the issues faced by the HRM practices and ethical climates and sustainability of the organization. Even though the ethical issues are increasing every day, but little action has aimed at discovering the feasible relationship among these factors. For this particular research, a survey was conducted among a large sample of 6000 employees in six countries of Europe. The research has shed light on the human resource practices with the intention of progressing organizational ethics to affect the compassionate, positive and existing ethical climate within the organization. Simultaneously, the probable role of the employees’ perception of corporate sustainability was considered in this research. The research findings have analyzed the practices that influence opportunity and boost up the ethical ambience within the organization. The study has focused on the motivation of influencing ethical practices rather than connecting to the egoistic environment. Moreover, the employees’ opinion on corporate sustainability balances the positive relationship between influencing ability and motivation with HRM practices (Guerci et al., 2015).

The potential role of employees’ perception of corporate sustainability in influencing ethical practices

In the light of the above discussion Zibarras & Coan (2015), mentioned that the basic issues faced by the HRM in organizations are related to employment, incentives, discrimination, appraisal, privacy, workplace safety and restructuring of policies and procedures. Organizational ethics are the basic standards that lead the workplace behavior and ethical principles. A code o etics is set up by many organizations as per the company demands regarding harassment, discrimination, conflict, diversity and privacy. The HR personnel are required to consider these factors for promoting an ethical behavior in the organization (Donate, Peña & Sanchez de Pablo, 2016).

Ahlvik, C., & Björkman, I. (2015). Towards explaining subsidiary implementation, integration, and internalization of MNC headquarters HRM practices. International Business Review, 24(3), 497-505.

Caligiuri, P. (2014). Many moving parts: Factors influencing the effectiveness of HRM practices designed to improve knowledge transfer within MNCs. Journal of International Business Studies, 45(1), 63-72.

Clair, J., & Milliman, J. (2017). Best environmental HRM practices in the US. In Greening People (pp. 49-73). Routledge.

Donate, M. J., Peña, I., & Sanchez de Pablo, J. D. (2016). HRM practices for human and social capital development: effects on innovation capabilities. The International Journal of Human Resource Management, 27(9), 928-953.

Foss, N. J., Pedersen, T., Reinholt Fosgaard, M., & Stea, D. (2015). Why complementary HRM practices impact performance: The case of rewards, job design, and work climate in a knowledge?sharing context. Human Resource Management, 54(6), 955-976.

Guerci, M., Radaelli, G., Siletti, E., Cirella, S., & Shani, A. R. (2015). The impact of human resource management practices and corporate sustainability on organizational ethical climates: An employee perspective. Journal of Business Ethics, 126(2), 325-342.

Jackson, S. E., Schuler, R. S., & Jiang, K. (2014). An aspirational framework for strategic human resource management. The Academy of Management Annals, 8(1), 1-56.

Kramer, R., Bartram, T., Cieri, H., Noe, R., Hollenbeck, J., Gerhart, B., & Wright, P. (2014). Human Resource Management: Strategy, People, Performance (5th ed.). NSW, Australia: McGraw Hill Education.

Long, C. S., Ajagbe, M. A., & Kowang, T. O. (2014). Addressing the issues on employees’ turnover intention in the perspective of HRM practices in SME. Procedia-Social and Behavioral Sciences, 129, 99-104.

Marler, J. H., & Parry, E. (2016). Human resource management, strategic involvement and e-HRM technology. The International Journal of Human Resource Management, 27(19), 2233-2253.

Veth, K. N., Korzilius, H. P., Van der Heijden, B. I., Emans, B. J., & De Lange, A. H. (2017). Which HRM practices enhance employee outcomes at work across the life-span?. The International Journal of Human Resource Management, 1-32.

Zibarras, L. D., & Coan, P. (2015). HRM practices used to promote pro-environmental behavior: a UK survey. The International Journal of Human Resource Management, 26(16), 2121-2142.