Discuss about the Functions Pertaining To Strategic Human Resource Management In An Organization.
During my course, I learnt how strategic recruiting can help in managing a diverse workforce and how it can contribute to the overall organisational efficiency. The selection of an employee has a significant impact on that of the organisational culture. I think that strategic recruiting can prove to be crucial for augmenting the performance pertaining to an organisation. Strategic staffing lays more importance on the aspects pertaining to corporate social responsibility and its importance within that of multi-cultural society (Brewster 2017). I learnt that it was important for a human resources professional to have a clear understanding of the purpose of the organization for the efficient working of an organization. I learnt that the managers use the rhetorical obfuscation so that they can retain talent in an organization. It is however opposed to my personal style of leadership. I think that the readings of the course helped in the aspect of frame-switching that can help in the acceptance of diverse views. I think that diversity management is an important factor for the success of a company and people from different culture bring with them their distinctive qualities and viewpoints that can have a positive effect on the growth of an organization. I think that the HR practices being able to recognise the systematic nature of power can be critical for the success of an organization. I think that the human resources of an organization should be able to provide training keeping in mind the objectives of an organization that can prove to be a crucial factor for the success of an organization. I think that training can help in increasing the knowledge along with the skills of the employees of an organization. The human resources in an organization should create such kind of strategies that aligns with the goals of an organization. I think that employees in an organization being allowed to participate in the critical decisions can serve as an effective step in bolstering the organization. According to me, it is of crucial importance that the HR team engages in talk with the reviewing authorities that can help in ensuring the fact that the deserving candidates are provided with benefits. The managers along with supervisors in an organisation should ensure that the appraisal is fair. This should be carried out with the help of human resources team that can be of great benefit for the organisation in reaching the strategic goals (Jackson, Schuler and Jiang 2014).
The process of performance management often proves to be very complicated that becomes a barrier for the implementation of strategic human resource management (SHRM). It has been found that negative qualities of employees in an organisation are considered and on the basis of this appraisal is carried out (Armstrong and Taylor 2014). This can give rise to erroneous results on the part of the human resource management and appraisals hence does not reveal true picture in relation to the employees.
Globalization has evolved to become an important issue in relation to strategic human resource management and organizations in the present age find it difficult to neglect the outside force. Changes have been brought about in the structure of the organization and role of the HR professionals have evolved in the present age (Cascio 2018). The organizations can no longer continue with their old HR practice and it have become necessary of devising new strategies. Adjustments have to be made pertaining to the HRM plans of an organization and this acts like a barrier in the path of strategic human resource management in the current age.
Organizational capability can help the Human Resources in implementing the strategic initiatives in an organization. It proves to be difficult for many people to grasp the concept of organizational capability. It is the duty of the human resources in an organization to create capability pertaining to the organization. The human resources in an organization do not think about the process of deliverable which makes it difficult for the employees to understand the concept of outcome in the effective manner (Taylor, Doherty and McGraw 2015). There are many human resource professionals who struggles with abstraction and does not understand it in complete terms. The resource base theory pertaining to human resources lays stress on the fact that possessing valuable resources can prove to be a reason for competitive advantage pertaining to an organization. Organizations should have a look at their company so that they can find the resources that can provide them with competitive advantage that can help them in the arena of strategic human resource management. An organization should take all the necessary steps so that all kinds of resources are provided to the employees that can help in improving the organizational efficiency (Daley 2015). It has however been found that the management in an organization does not provide the necessary resources to the employees that becomes a limitation in the path of strategic human resource management.
The human resources practices in the future should identify the knowledge along with skills of the employees that can prove to be of great advantage for the success of the organization. The capturing of the information of the employees can help in the process of tracking the talents of the employees. The future SHRM should create succession plan that can help in minimizing disruption by the identification of critical roles within the business. The performance of gap analysis can prove to be useful for SHRM which can help in the identification of the resources of a company in the future.
Benchmarking can prove to be a helpful process pertaining to the human resources. Benchmarking helps in breaking a service into different sub-process and one can search for the ‘best practices’ in relation to the processes. Most of the human resources does not indulge in internal benchmarking that can help in leveraging the factor of success in an organization (Hollenbeck and Jamieson 2015). The HR not being able to identify that of the internal benchmark capability can prove to be a hindrance in the path of strategic human resource management.
The training and development is conducted by the human resources in an organization that can help in fostering learning among that of the members. It can help in broadening the competencies pertaining to an individual that can help in the arena of future responsibilities of the employees. For the effective delivering of online professional training the employees should be self-motivated (Kramar 2014). It has been found that the employees often do not want to learn anything new that proves to be a barrier in the path of strategic human resource management. The cost pertaining to producing the materials online can prove to be a significant investment and this poses a challenge to the field of strategic human resource management. The lack of adequate amount of interaction can work against the needs of human resources in an organization (Bratton and Gold 2017).
Ageing workforce is becoming a critical issue in relation to human resource management. The desires and needs of the older employees are different from the new employees who have been just soaked in the organization. The generational differences exist that makes it difficult for the human resources to frame policies and procedures that can suit the needs of all kinds of workers in the organization (Brewster, Mayrhofer and Morley 2016). The older employees perceive themselves in a negative light within the organization and this acts as a limitation in relation to realizing the objectives of strategic human resource management in an organization.
Power dynamics exist in the organisation that acts as a limitation for that of strategic human resource management. The biases that are prevalent in the organization acts as a barrier for the implementation of strategic human resource management practice. The people who are in power are resistant to the changes taking place in the organization that acts as a hindrance in the path of strategic human resource management (Brewster et al. 2016). Status quo approach can prove to be a hindrance in the path of implementation of strategic management in the present age. There are people in the high position of an organization who do not prefer organizational changes and this poses to be a limitation for strategic human resource management. The higher authority in an organisation may conceive of the factor of diverse workforce as a barrier that acts as a limitation for that of strategic human resource management (Barrick et al. 2015). It has been found that gender oppression is supported by the people belonging to the higher hierarchy and this acts as a limitation for the vision pertaining to strategic human resource management. The strategic human resources management in an organization should cast aside all kinds of oppression prevailing within the organization so that it can act for the betterment of the organization.
References:
Armstrong, M. and Taylor, S., 2014. Armstrong’s handbook of human resource management practice. Kogan Page Publishers.
Banfield, P., Kay, R. and Royles, D., 2018. Introduction to human resource management. Oxford University Press.
Barrick, M.R., Thurgood, G.R., Smith, T.A. and Courtright, S.H., 2015. Collective organizational engagement: Linking motivational antecedents, strategic implementation, and firm performance. Academy of Management journal, 58(1), pp.111-135.
Bratton, J. and Gold, J., 2017. Human resource management: theory and practice. Palgrave.
Brewster, C., 2017. The integration of human resource management and corporate strategy. In Policy and practice in European human resource management (pp. 22-35). Routledge.
Brewster, C., Houldsworth, E., Sparrow, P. and Vernon, G., 2016. International human resource management. Kogan Page Publishers.
Brewster, C., Mayrhofer, W. and Morley, M. eds., 2016. New challenges for European resource management. Springer.
Cascio, W., 2018. Managing human resources. McGraw-Hill Education.
Daley, D.M., 2015. Strategic human resource management. In Public Personnel Management (pp. 128-142). Routledge.
Hollenbeck, J.R. and Jamieson, B.B., 2015. Human capital, social capital, and social network analysis: Implications for strategic human resource management. The Academy of Management Perspectives, 29(3), pp.370-385.
Jackson, S.E., Schuler, R.S. and Jiang, K., 2014. An aspirational framework for strategic human resource management. The Academy of Management Annals, 8(1), pp.1-56.
Kramar, R., 2014. Beyond strategic human resource management: is sustainable human resource management the next approach?. The International Journal of Human Resource Management, 25(8), pp.1069-1089.
Taylor, T., Doherty, A. and McGraw, P., 2015. Managing people in sport organizations: A strategic human resource management perspective. Routledge.
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