SYNOPSIS 4 STRATEGIC HR MANAGEMENT

STRATEGIC HUMAN RESOURCES MANAGEMENT



INTRODUCTION

The strategic approach to HRM refers to the relationship between HR practices & strategic objectives (long term goals of organization).

According to it Human Resources are considered as the assets of organization. This strategic human resources management also explains the ‘ Strategic fit’ between business strategy & HR strategy & highlights the theoretical perspectives on SHRM.

SHRM PERCEPTION ON HR

---Human resources are not just people, but, valuable resources that help an organization to achieve its objectives.

---Human resources are central to any organization.

DEFINITION

The pattern of planned human resources deployment & activities intended to enable the firm to achieve its goals.

---It focuses on HR as primary source of competitive advantages.

---It highlights HR programmes, policies, & practices as to set competitive advantages.

COMPONENTS OF SHRM

HUMAN RESOURCES : primary source of competitive advantage.

PATTERN AND PLANS: there is a fit between HR strategy and the firm’s business strategy and between all HR activities.

PURPOSEFUL: people, activities, and plans are directed toward the achievement of organizational goals.

ACTIVITIES: HR programmes and practices are the means for deploying people of a firm to gain advantage.






OBJECTIVES OF SHRM

To ensure the availability of skilled, committed, and highly motivated work force in the organization to achieve sustained competitive advantage (RECRUITMENT).

To provide direction to organization so that both the business needs of the organization and the individual and collective needs of its work force are met by implementing HR practices that are strategically aligned (STRATEGIC PLANNING).

METHOD OF STUDY

DIRECT OBSERVATION

QUESTIONNAIRE

INTERVIEW

INTERNET




********* **** *********

Strategic human resource management

- 1 -




Abstract
People are the assets on which competitive advantage is built, whether in the public or
Private sector, whether in the corporate world or in the world of education. In the
words of the latest theory on human resource management, people are an “inimitable”
asset. The one thing that competitor organizations’ cannot imitate is people and their
Skills. So human resource management and the practices associated with it have
become accepted by managers in all forms of organizations’ as one of the most
important strategic levers to ensure continuing success (Boxall and Purcell, 2003).
This is true in vocational education and training as much as in any other sector. In
recent years workforce development has become a key feature of the management of
registered training organisations (RTOs) in the VET sector. This paper will report on
the results of a recent project examining the current state of human resource
management practice in RTOs in Australia. The project takes a strategic approach,
and the research examines the links between human resource management and the
strategy of the organisation. The results of the project enable us to better understand
the development of human resource management in RTOs and make sound
recommendations about how RTOs can benefit from better management of people.


Introduction
People are the assets on which competitive advantage is built, whether in the public or
private sector, whether in the corporate world or in the world of education. In the
words of the latest theory on human resource management, people are an “inimitable”
asset. The one thing that competitor organisations cannot imitate is people and their
skills. So human resource management and the practices associated with it have
become accepted by managers in all forms of organisations as one of the most
important strategic levers to ensure continuing success (Boxall and Purcell, 2003).
This is true in vocational education and training as much as in any other sector. In
recent years workforce development has become a key feature of the management of
registered training organisations (RTOs) in the VET sector. This paper will report on
the results of a recent project examining the current state of human resource
management practice in RTOs in Australia. The project takes a strategic approach,
and the research examines the links between human resource management and the
strategy of the organisation. The results of the project enable us to better understand
the development of human resource management in RTOs and make sound
recommendations about how RTOs can benefit from better management of people.