How the theory of Strategic Human Resource Management can assist Essay

How the theory of Strategic Human Resource Management can assist organisations in achieving and sustaining hawkish advantage - Essay ExampleThe paper tells that the increasing complexities and difficulties of management gave rise to the concept of managing at the strategic level. Managing at the strategic level is concerned with the long-run positioning of the organization. With the changes in the work environment, the private sector started recognizing that apart from financial and technological capital, human capital can also provide the competitive advantage. This conduct to innovation in HR practices or strategic human resources management. Delery and Doty defined strategic HRM practices as those that are theoretically or empirically related to boilers suit organizational performance. Strategic Human Resources Management (SHRM) is well-nigh linking people with the organization integrating HRM strategies into corporate strategies. In other words, SHRM aims to align or desegr egate decisions about people with the results that the organization aims to achieve. This is done because it is believed that integrating business strategy with HRM can lead to effective management of human resources and thereby enhanced organizational performance. The primary role of HR in the past has been compliance with laws, rules, and regulation. If the HR departments have a future-orientation and if the HR strategies operate as an integral part of the general business plan, firms can achieve competitive advantage, according to Budhwar and Aryee. SHRM strategies can be used for knowlight-emitting diodege creation, storage, and dissemination in organizations. HR practices influence an organizations social climate which in turn leads to knowledge exchange and better organizational performance. Many researchers and scholars have contributed to strategic HRM with their own models and processes. For instance, Storey developed a model that demonstrates a shift from traditional pers onnel management to HRM. This model comprises of four key aspects a constellation of beliefs and assumptions, strategic thrust informing decisions about people management, the involvement of line managers and shaping of function relationship through commitment rather than forceful compliance. According to Storey, since the model has the linkage between employment policies and corporate plan, it can lead to competitive advantage. This model also identifies that strategic approach to HRM can be developed by bringing about changes in various elements of HRM functions such as recruitment and selection, training and development, and the conditions of employment. He suggested changes such as nurturing the workforce rather than monitoring them and management action should be ground on the business need rather than following set procedures. Devolution to line managers has been proposed by many scholars as a core aspect of SHRM. SHRM has led to redefining the roles of the top management. Certain functions and issues are too complex for the top management to handle and devolvement of HRM to the line managers can lead to the faster response.