Strategic Human Resource Management

Résumé du document

The financial crisis of 2008-2009 has led companies to incorporate several practical changes due to the drop of demand on the markets in developed economies. The most important changes have been made in the human resource departments, due to the weight of the employees' wages on the companies; bottom-line. The human resource management approaches don't seem to changes despite the financial crisis, and the long term objectives of the companies are also not expected to change. Why? This theory can provide some answers to plan the future of the organization. The theories often act as guides which help human resource managers to implement their strategy. One of the most important theories is based on the knowledge about the prestigious university of Harvard, the universalist approach is based on the universality of the concept, every organization, in every marketplace, can implement this theory.

Extraits

[...] This strategy doesn't deal with cost efficiency in this approach. In a Recession context those firms can have difficulties to finance their payroll and expensive trainings. The main cut cost in the recession have been the training and creative people (advertizing, artistic creation, not engineering). This strategy is not efficient if the firm don't control the HRM costs. Ej: PPR, a luxury group has reduced the advertizing budget and has to dismiss several creative people, and peripheral people. The last approach in this general strategy of Contingency is Accumulation strategy. [...]

[...] References & bibliography LeMonde.fr, French newspaper LesEchos.fr, French Newspaper about economy Financial Times.com, British Newspaper about economy NewYork Times.com US Newspaper Oddo&Cie website Griffith college Lecture SHRM, BABS 3rd year. Torrington, D. and Hall, L. Chasing the rainbow:Why seeking status through strategy misses the point for the personel function”. Employee relations, vol 18 pp 70-6 Ogbonna, E. and Whipp, R. (1999), “Strategy, culture and HRM: evidence from the UK food retailing sector”, Human resource management journal, Vol 9 pp 75-90 Porter, M (1990) Competitive strategy, New York: Free press Whipp, P. [...]

[...] Oracle, IT company (USA) has just bought Sun Microsystem company to catch the best people in the IT sector. This acquisition will permit synergy, thus long term profitability. Those people are performers, and work hard to the company, those elements are a powerful asset to the company and a dangerous threat for the competition. Several startup as FirstSolar, now a world leader on Sun Energy, have become successful thanks to some men who set up the business and multiplied their knowledge to create a world leader on clean energy. [...]

[...] This fact is linked to another disadvantage, people are not owned, just borrowed. This factor is very important because the long term prospective can disappear in some days. A lot of senior managers from startup and fast growing companies are enrolled on the big firms for a better salary, the startup can just being sold due to the loss of its leaders. Talented people are very expensive to hire, develop and keep on the company. This part of the theory is very important on the short and medium term prospective, due to the cost of recruitment and selection, those people can be lead small and medium size company to hard financial issues on the short term, despite the fact that it's a good investment on the future. [...]

[...] McMahon, G. and McWilliam, A. (1994) “Human resource and sustained competitive advantage: a resource-based perpective”, International journal of human resource management, Vol 5 pp 301-26 Human Resource Management, FT. Torrington, D. Hall, L. Taylor, S. 5th edition. Human resource management in Ireland, 2sd edition, Gunningle, P. Heraty, N. [...]