WK1-2AssgnPatelA.docx - Human Resources 1 Strategic...

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Human Resources Strategic Management, HR Strategy, & HR Planning Ashita Patel Walden University MGMT 8720 1
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Human Resources Introduction Human resource management (HRM) is an umbrella term that incorporates recruitment, selection, appraisals, policies, and practices, in order to, attract, retain, develop, and motivate employees working for an organization. Traditional human resource management focuses on micro-level objectives such as staffing, training, rewards, and job design. This type of HRM aims its attention on present or short-term demands of an organization, often fixating on the recruitment and training of individuals. Whereas, strategic human resource management (SHRM) is conducted at a macro-level focusing on the organizational and financial performance, in addition to, organizational structure. (Lepak & Shaw, 2008). In addition, SHRM accentuates on the role of HR management systems as solutions to business problems. SHRM connects an organizations HR department with strategies, goals, and objectives in order to improve performance. Therefore, organizations today must acknowledge the transition from traditional HRM to strategic HRM. Traditional HRM is characterized as reactive, in which it reacts to problems that arise versus strategic HRM, which is proactive and develops plans before problems arise. The transition from a reactive traditional to a proactive strategic organization would present competitive advantages for an organization through the use of strategic activities. The use of strategy builds sustainable competitive advantage, which increases financial performance. (Becker & Huselid, 2006). Organizations who are able to utilize their resources are able to control and allocate these resources in order to gain long-term advantages. 2
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Human Resources Theoretical Perspectives The alignment of human resource strategy and business strategy may prove to be beneficial for organizations. Individuals working in human resources are better equipped to forecast the number of employees needed and the skill set for the task at hand, in addition to, promoting individuals, recruitment, and developing strategies that may be necessary to fulfill the task. Furthermore, HR has the potential to train the workforce on how to capitalize on a changing business environment and achieve organizational goals. One such method is the role behavior perspective in which individuals seek approval for their performance in which HR supports desired behaviors and assesses role performance. Organizations hold role behavioral expectations and recognize that these behaviors can affect organizational members. (Jackson & Schuler, 2008).
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