Strategic Human Resource Management
ContentsIntroduction................................................................................................................
3Task 1: Human resource management
strategy.........................................................31.1
Importance of strategic human resource management in
organizations..............31.2 The purpose of strategic human
resource management activities in an
organization................................................................................................................
51.3 The contribution of strategic human resource management to
achieve organizationa
ob!ectives............................................................................................
"Task#2: Human $esource
%anning..............................................................................&2.1
'usiness factors that underpin human resource panning in an
organization......&2.2 (sses the human resource re)uirement in
a given situation............................1*2.3 +eveoping a
human resource pan for an
organization.....................................122., -riticay
evauate ho. a human resources pan can contribute to meeting an
organization/s
ob!ectives..........................................................................................
133.1 %urpose of human resource management poicies in
organizations...................153.2 The impact of reguatory
re)uirements on human resource poicies in an
organization..............................................................................................................
10Task #3: $evie.ing human resource
management...................................................10,.1
(naysis the impact of organizationa structure on the management of
human
resources..................................................................................................................
10,.2 Impact of the organizationa cuture on the management of human
resources. 11,.3 Ho. the e2ectiveness of human resource management
is monitored in an
organization..............................................................................................................
1&,., 3usti4ed recommendations to improve the e2ectiveness of
human resource management in an
organization...............................................................................21-oncusion................................................................................................................
22$eferences................................................................................................................
22IntroductionHuman resource management involves the process of
acquiring, training, appraising, andcompensating employees
andmeeting their jobrelation, health andsafetyconcernof
theemployee. Humanresourcemanagement isall about
managinghumancapital. Thisprocessinvolves developing the ne
recruited employees and retaining the e!isting employees of
theorgani"ation. Maintaining equity and avoid discrimination is
also an important tas# for a humanresource manager. This assignment
is very much important for ne HR manager as ell as
themanagerofae!pandingbusiness.
Toe!pandtheoperationofbusinessoutsidethedomesticcountry manager
should learn the environment of that place. $nderstanding the
organi"ationalculture and structure is also important for the
employee to easily cope up ith the
organi"ation.%esigningHRpractices firms overall cost
strategyshouldbefolloedandcautious that itenhanced shareholders
ealth that means profitability of the organi"ation. Tas# &'
Human resource management strategy&.& Importance of
strategic human resource management in organi"ations
Strategichumanresourcemanagement
istheprocedureofformulatingande!ecutinghumanresource policies and
practices that helps to enhanced employee competence and attitudes
thecompanyeagerlyants toachieve inits organi"ational plan.
Instrategic humanresourcemanagement policy all the activities of
Halo and (qua )orporation are targeted to organi"ationalgoals. Halo
is a *orthern Ireland business angel netor# a joint initiative of
the to companies.+rom the beginning of the activities Halo ants to
be the mar#et leader of finance industry tocapture ide range of
customer that,s hy for them recruiting, hiring, assigning them in
differentdepartment and other activities are important to achieve
organi"ational objectives. If they successreardis given. -ntheother
hand(qua)orporationis privatelimitedcompanyhichisproduct oriented.
It sells products hich are related to fluid control systems. (s a
ne managerof HR for both of this company e need to understand the
goals of the organi"ation and do
or#accordingtoit.(rmstrongand(rmstrong, /000,
StrategicHumanResourceManagement,p/012. To understand the goals of
Halo it is clear to the employee to distribute the
investmentproduct among customers on the other hand goal of (qua is
to grab the international mar#et asits product mar#et demandis
veryhigh. +or (quamanagement of international mar#et isimportant.
+irst of all e need to understand the hierarchy of the organi"ation
of Halo and (quacorporations. Thegoal is
dispersedamongthehierarchyof theor#groupbut thesetocompanies are
different in nature so the activities and scope of discussion ill
be different. Topmanagement set the goals of the (qua
)orporation.(rmstrong and (rmstrong, /0&&,(rmstrong,s
Handboo# of Strategic Human Resource Management, p&132. Then
the loer levelmanager set the strategy, or# processes, labors to
achieve the smaller part of the goals say forspecific targeted
sales volume. So in strategic management of (qua )orporation
creates a chainof departmental goals from upper level to loer
ran#ed managers or even employees. Some ofthe benefits of
understanding strategic human resource management for both Halo
business angelnetor# and (qua corporations are Helps to achieve
goals and also for survival in domestic and international mar#et.
Successful implementationof businessstrategyanddispersefinancial
instruments ofHalo 4rovide competitive advantage for the company in
the process of loan disbursement andproduct e!port for (qua.
Increase company responsiveness to any difficult situations and
encourage employees toinnovative and creative activities It
increases the chance of analy"ing different feasible strategic
option 4rovide top management effectively disperse responsibility
among subordinates ( strong communication and cooperation beteen
line and HRM managers. Strategic practices can boost firm
achievements for (5$( and Halo )orporation hen they areinternally
organi"ed ith one another to manage human resource in a ay that
provides the firmopportunityof competitiveadvantage.
Thiscancreatevalueforafirmhentheindividualpractices are aligned to
develop critical resources or competencies .+orhad, /0062.&./
The purpose of strategic human resource management activities in an
organi"ation %uetooverall economicdonardgrothgloballybusinesses
faceproblems inmanaginghuman resources. In $7 this economic problem
as too much severe. Halo also passes a toughtime in that time. *o
it,s time to put focus on this matter of improving business
performance. Itis very much important for firms to reduce the
number of unproductive human resources andma#es the best uses of
the remaining and ma#es them more s#illed and #noledgeable for
Haloand (qua)orporation.
+irmsneedcompetitiveadvantageindomesticandglobal mar#et forgroth
and also for survival .Mi#e Mccormic#, /0&3, Ho HRM ensures
economic groth andsurvival, 8online9 (vailable at'
:http';;.strategic, Strategic Human Resource 4ractices and
Innovation 4erformance' The MediatingRole of 7noledge Management
)apacity, Strategic %irection, /38A92. The hiring managers
thenselect, among the candidates ith the aid of a competency
profiles .#noledge, s#ills, abilitiesand other attributes2 in this
selection pool, those that ould add the highest value to the
firm.Halo follos the same procedure in terms of managing HR in
their company. "raining and #evelopment: It helps to finding out
the ea#ness area of the current
humanresourcepolicyandalsoemployeeshereimprovementisrequired.(lthoughHaloCusiness(ngel
*etor#incorporatesinIrelandbutinvestmentsaremostlyoutsidefromit.Thisnepolicyill
helptoselect
thepropertrainingmethodanddevelopingthemforma#ingthems#illed and
#noledgeable.$erformance %ppraisal:In case of evaluating employee
performance strategic human resourcepolicy helps to appraise
unbiased appraisal of an employee. Compensation !ystem: +irms can
affect the motivation of employees in several ays. They canuse
performance, International Cusiness, p&>02 .#ivisiononthe
basis of race:noone shouldbe treatedonthe basis of race,
ethnicity,nationality, color, religion etc. it is very harmful for
the bonding of human resources. )onflictshould be eliminated.
(nyone failed to comply these rules should face legal obstruction.
.mploymentact:incaseofhiringemployeesandor#erse!istinglasshouldbefolloed.(bove
mentioned discrimination that means in case recruiting no base ould
be on the basis ofrace, color,nationalityetcisseen. Merit
ouldbethefirst criterion. )hildlaborshouldbeprohibited bythe
organi"ation. Indeveloping countrychild labor practice is
seenamonghousehold or#ers .4earson, &>>?2.Tas# ,
International HumanResourceManagement, p&/>2 .Centrali,ation
impact:centrali"ation of activities or management decisions can
easilydisseminate information and tas# among groups. Cut sometimes
it is too much lengthy or timeconsumingtota#edecisions
fromtopmanagement onsmall matter. +or Faitrosedecisionma#ing poer
is diversified in different location. That,s hy it ill be easy for
the employeesand suppliers to ta#e decision promptly by considering
e!isting environment. +or Faitrose theyhave
tomaintaindiversifiedrelationships iththe farmer, consumer,
supplier, governmentcontrolling agency. Bnvironmental agency and
food and safety authority are very much concernabout grocery shops.
So geographical location to sell products and collect as a good
ithin adefinitetimeperiodisimportant. Sogeographical
factorsshouldbeta#enintoconsideration.Sams Hert"", /0&3,
-rgani"ational Structure (nd HRM,8online9 (vailable
at'.businesslin#.gov.u# 8(ccessed >th May, /0&392. @./
Impact of the organi"ational culture on the management of human
resources +or management to ma#e the employee the culture of the
organi"ation understandable and for theemployee promptly learning
organi"ational culture is very much essential to
achieveorgani"ational objectives. It helps one to understand his
job ell and perform according to that.-rgani"ational culture can be
defined as the pattern of shared values, beliefs and
assumptionsconsidering appropriate ay of thin#ing and acting ithin
an organi"ation. +or management practices organi"ational culture is
the #ey element.It represents the companythat,s hy sta#eholder of
the organi"ation can easily understand about the company.
Bmployeescan easily understand the or# environment in hich they
have to e!pend most of their or#inghour. -rgani"ational cultureis
theformof cognition, ideas andvalueof theorgani"ationsinternal
behavior. elationship between culture and HM: it is the internal
function of an organi"ation.
HRMpracticesaredesignedaccordingtotheestablishedculture.
Ineveryaspectsofmanagementdecision ma#ing implementation of culture
is ensured so that it gives the firm an unique identityin the
competitive mar#et as ell as employees ould be satisfied by
thin#ing that they or# ina unique atmosphere . The Bconomist,
/0&@2.If e analy"e the largest grocery Faitrose e can see the
culture and values the company holds.Their aim is to disclose to
the consumers from here their product comes from, ho it
produced,farmers earnings, benefits etc. It,s all about long.
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