In What Ways Can Strategic Human Resource Management Contribute to the Success of an Organisation?
Table of Contents
Introduction 3
Different views about SHRM 5 SHRM and business strategy 5
Flexible manning 6
Why does SHRM contribute to the success of an organisation? 8
The benefits of SHRM 9
Conclusion 10
Reference List 11
Bibliography 12
Introduction
The aim of strategic orientated HRM is the creation of competition advantages by integrated measures in the areas of selection, use, cooperation, remuneration systems, education and further education as well as the motivation of the executives and employees. Strategic orientated HRM comprise not only the selection and development of persons, also the arrangement of an organisation and the corporate culture in accordance with the corporate policy and the strategy from the corporation (Schumacher, 2009).
Very important for a good convert of a strategy is a good top management. Which can keep down the strategy to the line managers and normal employees.
The strategic management process is typically broken down in five steps as you can see above. The first step in the model begins with senior managers evaluating their position in relation to the organisations current mission and goals. The mission describes the organisations values and aspirations. It indicates the direction senior management is going. A goal is a desired future state that the organisation attempts to realize. The second step the environmental analysis looks at the internal organisational strengths and weaknesses and the external environment for opportunities and threats. The factors which are most important to the organisations future are referred to as strategic factors and are summarized with the acronym SWOT (strength, weaknesses, opportunities and threats). The third step the strategic formulation involves senior managers evaluating the interaction of strategic factors and making strategic choices that guide the organisation to meet its goals. Some strategies are formulated at the corporate, business, and
Introduction 3
Different views about SHRM 5 SHRM and business strategy 5
Flexible manning 6
Why does SHRM contribute to the success of an organisation? 8
The benefits of SHRM 9
Conclusion 10
Reference List 11
Bibliography 12
Introduction
The aim of strategic orientated HRM is the creation of competition advantages by integrated measures in the areas of selection, use, cooperation, remuneration systems, education and further education as well as the motivation of the executives and employees. Strategic orientated HRM comprise not only the selection and development of persons, also the arrangement of an organisation and the corporate culture in accordance with the corporate policy and the strategy from the corporation (Schumacher, 2009).
Very important for a good convert of a strategy is a good top management. Which can keep down the strategy to the line managers and normal employees.
The strategic management process is typically broken down in five steps as you can see above. The first step in the model begins with senior managers evaluating their position in relation to the organisations current mission and goals. The mission describes the organisations values and aspirations. It indicates the direction senior management is going. A goal is a desired future state that the organisation attempts to realize. The second step the environmental analysis looks at the internal organisational strengths and weaknesses and the external environment for opportunities and threats. The factors which are most important to the organisations future are referred to as strategic factors and are summarized with the acronym SWOT (strength, weaknesses, opportunities and threats). The third step the strategic formulation involves senior managers evaluating the interaction of strategic factors and making strategic choices that guide the organisation to meet its goals. Some strategies are formulated at the corporate, business, and
References: Armstrong, M (1992) Human Resource Management Strategy & Action London: Kogan Page Limited Boxall, P Bratton, J and Gold, J. (1999) Human Resource Management: Theory and practice 2nd edition London: MacMillian Press Ltd. Bratton, J and Gold, J Mabey C., Skinner D. and Clark T. (1998) Experiencing Human Resource Management London: SAGE Publications Ltd. Bibliography Armstrong, M (1992) Human Resource Management Strategy & Action London: Kogan Page Limited Armstrong, M (2000) Strategic human resource management: a guide to action London: Kogan Page Limited Boxall, P. and Purcell, J. (2008) Strategy and Human Resource Management 2nd edition New York: PALGRAVE MACMILLAN Bratton, J and Gold, J Indianmba (2009) Strategic Human Resource Management (SHRM): An Overview [online] Available from: http://www.indianmba.com/Faculty_Column/FC309/fc309.html (Accessed: 11. January 2010) Lundy, O Mabey C., Skinner D. and Clark T. (1998) Experiencing Human Resource Management London: SAGE Publications Ltd. Poole, M. (1999) Human Resource Management Critical Perspectives on Business and Management London: Routledge Prof Schumacher, L (2009) Strategische Personalentwicklung als Führungsaufgabe (strategic Human Resource Management as leading ship) [online] Available from: http://www.dggg-online.de/publikationen/pdf/Lutz_Schumacher.pdf (Accessed: 12. January 2010)