...DEFINITION OF STRATEGIC HUMAN RESOURCE MANAGEMENT Strategic human resource management is that management think periodically to attain benefit to the company or meet the requirement of employee. Improving everything’s in business site, give training to employee, analysing and development technique. Moreover strategic human resource management can involve in any aspect of the company which relate with employee. Core element of strategic human resource management recruiting staff give training to them, solving employee issues as well maintain relation between organisation and staff .Also Human Resource Management help to motivate worker in work to increase productivity. Strategic human resource management play very key role in the company to maintain position or increase productivity....
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...HR Managers’ Roles & Contributions in Merger Processes Khalil Al Jerjawi Faculty of Business School of Management University of Western Sydney, Australia E.mail: mr.jerjawi@gmail.com Accepted: August 12, 2011 DOI :10.5296/ijhrs.v1i1.896 As companies have engaged in domestic and international mergers over the last few years in order to match the macroeconomic trends operating on a worldwide and more recently to cope with the current global financial crisis, human resource managers have been encouraged to play a more strategic role in their organizations, especially in the case of extensive and radical organizational change such as merging process. This study addresses and works on the existing research gap by investigating the roles of HR managers among the different roles which were defined at the fist by Dave Ulrich. This paper demonstrates that HR managers are an essential part of merger and that HR practices should be given an extensive emphasizing throughout such organizational change “the merger process”. Keywords: HR practices; HR manager roles; Merger process. 64 www.macrothink.org/ijhrs 1. Introduction In recent years human resource managers have been triggered to play a more strategic role in their organizations, especially in making strategic decisions and going through radical organizational changes such as merging process (Bjorkman & Soderberg, 2003). Nowadays this requirement is even more urgent and acute due to the fact that past decade has been characterized...
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...Introduction Human Resource Management (HRM) is the function within an organization that focuses on recruitment of, management of, and providing direction for the people who work in the organization. HRM can be performed by line senior managers. A senior manager is responsible for overseeing and leading the work of a group of people. To the journal ‘Personnel Today’ who commissioning a series of articles introducing principles of Human Resource Management (HRM) I would like to contribute an article which related to senior managers and from other functional management areas trough success a business. The article entitled “To ensure the success of your business through effective human resource strategies”, and knowing how to help your staff to 'go green'. And the article is cover: 1. The definitions and comparison models of strategic HR management. 2. Second the importance of HRM. 3. The analysis of the framework. 4. How the strategies are developed. 5. The assessment of roles in HRM. A manager, who is generally the head of a department or functional area within an organization, has specific responsibilities depending on the needs of his or her organization. Human Resource Management Ensure the success of your business through effective Human Resource strategies To understand the role and importance of human resource management in achieving organisational effectiveness to define strategic human resource management and knowing the...
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...as Human Resource Manager? 2. What is Harrison’s business strategy? 3. What is the structure and staffing of HR? 4. Analyse the data in Exhibit 1.5. What are its implications? 5. Given the organisation’s size and strategic goals, evaluate the development of the human resource function at Harrison Brothers. What problems do you see? How could its major human resource functions be improved? The Role of HR Manager The continuous and dynamic competition in the global business arena has been very stiff and complex. In this regard, the organization must be able to utilize a strategy and management system that will enhance the performance of the business so as to outgrow its rivals (Pearce & Robinson 2000; Thompson & Strickland 2003). One of the contemporary management concerns in the business world today is the concept of a good manager. What makes a good and functional manager? The job of every manager involves all the elements of what is known as the functions of management: planning, organizing, directing/leading, coordinating and controlling (Matthews and Scott 1995; Witzel 2003; Roney 2004). These functions are goal-directed, interrelated and interdependent with each other. They also are viewed as being critical and universal for all levels of managers, from supervisor to CEO in all types of organizations – business, government, educational, charitable, etc. – of any size. This is usually called the universality of management. The basic process of management is the...
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...STRATEGIC HUMAN RESOURCE MANAGEMENT: THREE-STAGE PROCESS AND INFLUENCING ORGANISATIONAL FACTORS Sandeep Krishnan Personnel and Industrial Relations Area D-18, Indian Institute of Management, Vastrapur, Ahmedabad 380 015, Gujarat, India. Email: sandeepk@iimahd.ernet.in Tel: ++91-79-26327816 Fax: ++91-79-26306896 Manjari Singh Personnel and Industrial Relations Area Wing 12-D, Indian Institute of Management, Vastrapur, Ahmedabad 380 015, Gujarat, India. Email: manjari@iimahd.ernet.in Tel: ++91-79-26324914 Fax: ++91-79-26306896 1 Abstract: A three-stage model for the process of strategic human resource management is developed in this paper. The three stages cover strategy formulation, implementation and evaluation. The inter-linkages in this dynamic model have been explored. The organisational factors that have enabling or deterring influence on the success of each of these three stages have been discussed. The paper highlights the key role played by HR professionals in these three stages. 2 STRATEGIC HUMAN RESOURCE MANAGEMENT: THREE-STAGE PROCESS AND INFLUENCING ORGANISATIONAL FACTORS Organisations are increasingly looking at human resources as a unique asset that can provide sustained competitive advantage. The changes in the business environment with increasing globalisation, changing demographics of the workforce, increased focus on profitability through growth, technological changes, intellectual capital and the never-ending changes that organisations are...
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...Introduction: Human resource management works with human to formulate and implement the business strategy. HRM and strategy were not related too much before but nowadays the coordination between them is reasonably common in the competitive world. Every manager needs to know how human resources are associated with strategic management to increase the effectiveness of the organization. This assignment has been prepared to give a clear view about the importance of HRM, formulation and implementation of HR strategies. Therefore, the contemporary issues related to strategic human resource management have been analyzed appropriately to show their impact on strategic HRM. All the topics have been assessed by relating with modern business world to show practical overview of human resource management and strategic human resource management. 1. Understanding the role and importance of HRM: 1.1. Definition of strategic human resource management In general, human resource management refers to a process by which the organization functions are accomplished and objectives are achieved through managing and utilizing experienced and skilled workforce. Human resource management starts with recruiting and selecting employees and then makes sure the utilization of the workforce. Strategic human resource management is defined as macro-organizational approach that designs strategic policies and frameworks to decide how the long-term goals and objectives will be achieved through using trained...
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...STRATEGIC HUMAN RESOURCE MANAGEMENT: THREE-STAGE PROCESS AND INFLUENCING ORGANISATIONAL FACTORS Sandeep Krishnan Personnel and Industrial Relations Area D-18, Indian Institute of Management, Vastrapur, Ahmedabad 380 015, Gujarat, India. Email: sandeepk@iimahd.ernet.in Tel: ++91-79-26327816 Fax: ++91-79-26306896 Manjari Singh Personnel and Industrial Relations Area Wing 12-D, Indian Institute of Management, Vastrapur, Ahmedabad 380 015, Gujarat, India. Email: manjari@iimahd.ernet.in Tel: ++91-79-26324914 Fax: ++91-79-26306896 1 Abstract: A three-stage model for the process of strategic human resource management is developed in this paper. The three stages cover strategy formulation, implementation and evaluation. The inter-linkages in this dynamic model have been explored. The organisational factors that have enabling or deterring influence on the success of each of these three stages have been discussed. The paper highlights the key role played by HR professionals in these three stages. 2 STRATEGIC HUMAN RESOURCE MANAGEMENT: THREE-STAGE PROCESS AND INFLUENCING ORGANISATIONAL FACTORS Organisations are increasingly looking at human resources as a unique asset that can provide sustained competitive advantage. The changes in the business environment with increasing globalisation, changing demographics of the workforce, increased focus on profitability through growth, technological changes, intellectual capital and the never-ending changes that organisations are...
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...7 EDSML|STRATEGIC HUMAN RESOURCE MANAGEMENT| || Assignment title|| In this assessment you will have opportunities to provide evidence against the following criteria. Indicate the page numbers where the evidence can be found.| Criteria reference|To achieve the criteria the evidence must show that the student is able to:||Task no.||Evidence| 1|Explanation of the importance of strategic human resource management in organisations||1.1||| 1|Assessment of the purpose of strategic human resource management activities in an organisation||1.2||| 1|Evaluation of the contribution of strategic human resource management to the achievement of an organisation’s objectives||1.3||| 2|Analysis of the business factors that underpin human resource planning in an organisation||2.1||| 2|Assessment of the human resource requirements in a given situation||2.2||| 2|A human resources plan for an organisation||2.3||| 2|Evaluation of how a human resources plan can contribute to meeting an organisation’s objectives||2.4||| 3|Explanation of the purpose of human resource management policies in organisations||3.1||| 3|Analysis of the impact of regulatory requirements on human resource policies in an organisation||3.2||| 4|Analysis of the impact of an organisational structure on the management of human resources||4.1||| 4|Analysis of the impact of an organisational culture on the management of human resources||4.2||| 4|Examination of how the effectiveness of human resources management is monitored...
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...Mann-01.qxd 14~8~04 16:05 Page 1 Chapter 1 The strategic importance of human resource development Introduction We start this chapter by examining the reasons why human resource development has become a critical part of an organization’s competitive capabilities, and explaining why people are important in organizations. We will also discuss how human resource development has changed over time, and why it is important in the modern competitive arena. The next section explores how human resource management has been modified to reflect the step changes in markets and production requirements over time. We will describe the nature of the changes to major business eras, leading to an appreciation of how skills requirements have reflected these major changes. After explaining what is meant by strategy, the third section develops key strategic issues in human resource development. We will also investigate how human resources can play a profoundly important part in developing and implementing strategy within an organization. Next, the emergence of human resources as a strategic issue is explored in greater depth. This section explains the critical differences between many Western firms’ and Japanese approaches to human resource development. We will show that human resource development needs to be in place alongside other important human resource issues, including industrial relations, and describe how human resources can become part of the core competence of an organization...
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...appointed human resources manager in an organisation to answer the following question. AC1.1 explain the importance of strategic human resource management in organization. learners need to explain the importance of strategic human resource management and the need for adopting both a medium and long term perspective in respect of human resource management. AC1.2 assess the purpose of strategic human resource management activities in an organization. AC1.3 evaluate the contribution of strategic human resource management to the actievement of an organization's objectives. learners need to assess the purpose of strategic human management and evaluate how it contributes to organizational objectives. the link between corporate strategy and human resource management strategy needs to be made clear to show their interrelationship and how the human resource management strategy supports andcontributes to organizational purposes. Task 2. A human resource plan. the learner works as a human resources manager in an expanding organization. AC 2.1 analyse the business factors that underpin human resource planning in an organization. learners need to analyse the business factors that dictate the need to plan human resources by looking internally at the organization's requirement, as well as considering the influence of external environmental factors. AC 2.2 assess the human resource requirements in a given situation. learners need to assess the human resource requirements...
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...HRM as a Strategic Partner The main purpose of this article is… The purpose of this article is to focus on the importance of the partnership of the human resource department to the success of organization and its workforce. “Profitability is one of the primary reasons why human resources management should be a strategic business partner.” (Ruth Mayhew, 2014) The key question that the authors are addressing is… The key question the authors are addressing is “Why Is It Important for HR Management to Be a Strategic Business Partner?” Recognizing the worth of HR management is a serious step in developing business strategy, and it takes human resources management’s cutting-edge principles and business insight to put those plans into action. Although many HR functions have begun to play a strategic role in guiding succession management, knowledge retention, and other business initiatives, there is still opportunity for such functions to improve and truly transform key influencers and decision-makers. The persistent need for organizations to maintain a diverse pool of talented leaders, capture expertise from exiting employees, and outsource transactional activities to focus on core capabilities has heightened the importance of the HR function. The most important information in the article is… The most important information in this article is providing insight on how human resource departments/manager affects a company’s profitability, funding, perception, balance...
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...UNIVERSITY OF NICOSIA SCHOOL OF MANAGEMENT ORGANISATIONS & HUMAN RESOURCE MANAGEMENT MBAN-609DE IKECHUKWU KINGSLEY NWAFOR R1405D126364 August 10, 2014 Page 1 of 26 Table of Contents GLOSSARY .................................................................................................................... 4 QUESTION ..................................................................................................................... 4 OVERVIEW ..................................................................................................................... 5 HR AS A STRATEGIC PARTNER .................................................................................. 5 A GLANCE AT STRATEGIC HUMAN RESOURCE MANAGEMENT ............................. 7 VARIOUS HR STRATEGIES EMPLOYED BY ORGANIZATIONS ................................. 7 Fig 1 Strategic Framework for Human Resources .......................................................... 8 LOYAL SOLDIER (INTERNAL/COST HR STRATEGY) .............................................. 8 BARGAIN LABORER (EXTERNAL/COST HR SRATEGY) ......................................... 9 COMMITTED EXPERT (INTERNAL/ DIFFERENTIATION STRATEGY) .................. 10 FREE AGENT (EXTERNAL/DIFFERENTIATION HR STRATEGY) .......................... 10 ALIGNING HR STRATEGIES WITH COMPETITIVE BUSINESS STRATEGIES ......... 11 Table 1 Compitetive strategies and HR strategies ........................................................ 11 SHRM & ORGANISATIONAL PERFORMANCE...
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...nd H uman R esource Management: S etting t he S cene Ed van Sluijs & Frits Kluytmans MERIT Open University This article is based on a journey through the wilderness of strategic human resource management. Part 1 gives an overview of the recent literature on this topic, particularly pertaining to the two issues which received have most attention until now: the relational aspects and the content aspects. In part 2, we go deeper into the wilderness and explore the least known aspect of strategic human resource management, namely the process aspects. This exploration is based on the simultaneous study of the (scarce) literature and four cases. Finally, the connection between the three aspects is investigated. INTRODUCTION Increased integration between human resource management and business strategy is one of the most important demands that are placed upon modern strategic human resource management. In both the management and the academic literature, it is generally acknowledged that the strategic deployment and management of personnel can contribute to the success and continuity of the firm. Some go even further by stating that a firm’s human resources form the basis of the firm’s competitive advantage. In this view, the human resources are the most important assets of an organisation. At the same time, in addition to the importance of the human resources as such, it is believed to be important that the management of the human resources should be in perfect...
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...Human Resource Management Overview Fawn Barrette Strayer University Health Care Human Resource Management HSA 320 Dr. Sherrie Lu May 3, 2014 Human Resource Management Overview Introduction. Human resource management is a vital proponent to health care and to a health care organization. I will attempt to show just how so in this paper by determining key roles that human resource management plays in the health care field. I will evaluate three to five functions of human resource management n terms of their level of support and give an opinion of which one I feel to be the primary function in furthering the health care field. Lastly, I will analyze the role of human resource management in an organization’s strategic plan. Key roles of human resource management in the health care field. The key role of human resource management in health care field is to make sure that individuals get the best and highest quality healthcare that they can by hiring qualified and skilled employees. In addition to employees, it is important to mention that HR is responsible in making sure that an organization has qualified practitioners that are able to work efficiently and effectively, in order to maintain cost. (Kabene, Orchard, Soriano, & Leduc, 2006) It is also a key role of HR management to foster a partnership role between HR and senior management, it is important for managers to treat HR as a consultant when it comes to issues with employees. (Niles, 2013) A personal example...
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...format. I further confirm that I have read and understood the Maldives Business School rules and regulations about plagiarism and copying and agree to be bound by them. | Assignment summary information | Unit | Unit 10: Strategic Human Resource Management | Assignment type | This is an individual assignment. | Tasks | Submit on | Do on | Task 1: AC 1.1, 1.2, 1.3: A review for senior managers | 10 May 2015 | NA | Task 2: AC 2.1, 2.2, 2.3, 2.4, 3.1, 3.2: A human resource plan | 28 May 2015 | NA | Task 3: AC 4.1, 4.2, 4.3, 4.4: A report for the head of the HR department | 27 June 2015 | NA | Extensions | An extension must be applied for in writing by individual students and will only be granted for valid reasons. | Late submissions | Late submissions will be charged MVR 500. | Resubmissions | Two resubmissions are allowed. Each resubmission will be charged MVR 100. | Assessor(s): | Aishath Shaheen | Internal verifier: | Adam Umar | Assessor(s) please fill the table below AFTER the evaluation. | Assessment criteria | Assessment Guidance | Feedback | Achieved/Yes/No | IV Comments | LO 1: Understand how the strategic management of human resources contributes to the achievement of organizational objectives | 1.1 Explain the importance...
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