What is Strategic Human Resources Management ?

Thèmes abordés

SHRM, RH, Ressources humaines, human resources, Strategic human resources management, strategy, strategic, stratégie, definition, approche, approach

Résumé du document

Throughout this essay, we will define and evaluate the concept and the different approaches of Strategic Human Resources Management, by analysing its implication in terms of theory and practice.

The concept of HRM has often been criticised in the past, due to its lack of strategic integration. Thus, after that the concept of personnel management evolved in HRM, the impact of globalisation and the evolution of markets and businesses have led many organisations to adopt a SHRM approach.

Extraits

[...] That is why the concept of human resource planning and human resource development are key factors for the good implementation of SHRM approaches. Bibliography Books Price, A (2007) Human Resource Management in a Business Context, Third edition, Thomson, London Bratton, J (2007) Human Resource Management, Theory and Practice, Fourth edition, Palgrave Macmillan Armonstrong, M (2006) Strategic Human Resource Management: A Guide to Action, Third edition, Kogan Page Ltd Beardwell, J. & Claydon, T (2007) Human Resource Management A contemporary Approach, Fifth Edition, Prentice Hall Articles O'Neil, L (2009) SHRM's Strategic Plan: HR's Path to Continued Success, HR Magazine, October 2009, page 8 Hassan, M. [...]

[...] & Claydon, T (2007) pp 52-59) The best-practice approach is more focused on employee commitment and satisfaction. By applying HR practices to a particular business context for example, organisations hope to improve their performance. Critics can be made regarding the divergences in the constitution of different best-practice models, as researches and generalisations are therefore difficult to make. (Beardwell, J. & Claydon, T (2007) pp 59-62) All these concepts reveal that SHRM is constituted by very different approaches and can therefore be applied in various ways. [...]

[...] Indeed, they believe that strategic HRM would provide many advantages to organisations, but is in a certain way very hard to carry out. According to Armonstrong, “the danger of creating a rhetoric/reality gap is acute. Broad and often bland statements of strategic intent can be readily produced. What is much more difficult is to turn them into realistic plans, which are then implemented effectively.” (Armonstrong, M (2006) page 47) For Armonstrong, SHRM is therefore more characterised by the way it is put into practice, rather than thinking about processes and things to be done. [...]

[...] (Bratton, J (2007) page 38) Throughout this essay, we will define and evaluate the concept and the different approaches of Strategic Human Resources Management, by analysing its implication in terms of theory and practice. The concept of HRM has often been criticised in the past, due to its lack of strategic integration. Thus, after that the concept of personnel management evolved in HRM, the impact of globalisation and the evolution of markets and businesses have led many organisations to adopt a SHRM approach. [...]

[...] Thus, both integrations have to be taken into consideration in order to define the HR practices. (Beardwell, J. & Claydon, T (2007) pp 46-50) The resource based view can be defined as being focused on “the internal resources of the firm as a key source of sustainable competitive advantage, rather than focusing on the relationship between the firm and the external business context”. Nevertheless, this approach has a bad tendency to only focus on the internal environment of the business, whereas many authors affirm that this approach provides more benefits to an organisation when the external context is less expectable. [...]