Strategic HRM

In today's fast-paced corporate world, human resource management (HRM) must become more proactive and dynamic in order for firms to realize their goals. Because HR has a more strategic role in the firm, DeCenzo et al. (2016) believe that HRM should be proactive rather than reactive to what management says. Both human resource management (HRM), which is responsible for the company's long-term goals, and HR practices, which are the HR manager's day-to-day responsibilities, are required to support organizational goals. HRM needs to be aligned with organizational strategy.

According to Baird and Meshoulam (1988), effective businesses have HR policies, procedures, and systems that are designed and implemented according to the specific requirements of the firm. This discovery gave rise to the field of study known as strategic management of human resources (Fisher et al., 2008). The term "human resource management" (SHRM) has been defined in a variety of different ways, each of which explains a different facet of what the term means. 

                                

Hendry and Pettigrew (1986) state that strategic human resource management places an emphasis on people as a strategic asset. According to Snell et al. (1996), strategic human resource management is described as "systems established by organizations to generate a competitive advantage via people." Employees are recognized by SHRM as an essential resource and a potential source of competitive advantage. SHRM, or strategic human resource management, is described as "the process of increasing an organization's capacity to implement innovative business strategies" in Mabey et al. (1998)'s research. 

Strategic human resource management is the process of designing and implementing HR strategies and processes that inspire and direct people to develop the skills and attitudes essential for an organization to achieve its long-term goals. This process is referred to as the design and implementation of HR strategies and processes (Dessler, 2017).

According to the definitions offered, SHRM is focused on building both the human and organizational ability to achieve business objectives. This is because both are necessary to achieve business goals. Boxall's definition of strategic human resource management places HRM and strategic management at a crossroads. According to Bamberger and Meshoulam (2000), SHRM refers to the process that companies go through in order to align the human, social, and intellectual resources of their workforce with the long-term goals of the company. 

According to Bratton and Gold (2017), strategic human resource management is the process through which an organization's HR operations are linked with its broader business goals in order to increase performance. This is done in order to maximize employee satisfaction and retention. Schuler and Jackson (2008) contend that the primary focus of SHRM is to methodically bridge the gap that exists between employees and the organization. 

According to Alvesson (2009), strategic human resource management is defined as the process of guiding the working relationships of every employee in such a way as to maximize the progress that the organization makes toward its goals. According to Armstrong and Taylor (2020), strategic human resource management is a process that specifies the steps a company will take to achieve its goals through its personnel. This process is described as a blueprint. Therefore, companies can check to see if their human resources strategy and actions are in line with their overall goals (DeCenzo et al., 2016a). According to each of these definitions, strategic human resource management (SHRM) is a methodical plan that aims to maximize the contributions that human resources make to the success of a business.

References

Armstrong, M., & Taylor, S. (2020). Armstrong's handbook of human resource management practice.

Alvesson, M. (2009). Critical perspectives on strategic HRM.  The Routledge companion to strategic human Resource Management, 52-67.

Baird, L., & Meshoulam, I. (1988). Managing two fits of strategic human resource management. Academy of Management Review, 13(1), 116-128

Bamberger, P.A., Biron, M., & Meshoulam, I. (2014). Human resource strategy: Formulation, implementation, and impact. Routledge

Bratton, J., & Gold, J. (2017). Human resource management: Theory and practice. Palgrave.

DeCenzo, D.A., Robbins, S.P., & Verhulst, S.L. (2016a). Fundamentals of human resource management: John Wiley & Sons

Dessler, G., & Varrkey, B. (2005). Human Resource Management, (15th Edn.). Pearson Education India.

Hendry, C., & Pettigrew, A. (1986). The practice of strategic human resource management. Personnel review, 15(5), 3-8.

Fisher,  C.D.,  Schoenfeldt,  L.F.,  &  Shaw,  J.B.  (2008). Human  Resource  Management.  Houghton  Mifflin Company: Boston.

Mabey,  C.,  Salaman,  G.,  &  Storey,  J.  (1998).  Human  resource  management:  A  strategic  introduction: Blackwell Publishing

 Schuler, R.S., & Jackson, S.E. (2008). Strategic human resource management: John Wiley & Sons

Snell, S.A., Youndt, M.A., & Wright, P.M. (1996). Establishing a framework for research in strategic human resource management:  Merging resource theory and organizational  learning. Research in Personnel and Human Resources Management, 14, 61-90.