Table of Contents
1.0 Activity 1.
1.1 Definition of Strategic Human Resource Management (SHRM).
1.2.The necessity of HRM in an organization.
1.3 Analysis of SHRM framework.
1.4 Analysis of Human Resource (HR) Processes.
1.5 Roles of Human Resource Management
1.6 Analysis of the development and implementation of HR strategies.
2.0 Activity 2.
2.1 The contemporary issues which have an impact on the SHRM.
3.0 Activity 3.
3.1 Range of HR strategies.
3.1.1 Increasing productivity through training and development
3.1.2 Applying appropriate recruitment techniques to find out the right candidates for the organizations
3.1.3 Introducing policies and regulations for staying tuned to organizations.
3.1.4 Treating employees as consumers.
3.1.5 Accelerating internal readiness to close succession gaps.
3.1.6 Improving productivity by work intensification and job security and through soft HR policies
3.1.7 Taking quality initiatives for better organizational performance.
3.1.8 Motivating employee.
3.1.9 Workforce management
3.2 Assessment of identified HR strategies and their application in Greggs Plc, UK.
3.2.1 Training and development programs.
3.2.2 Recruitment techniques to find out the right people for the organization.
3.2.3 Introducing policies and regulations for staying tuned to Greggs Plc.
3.2.4 Treating employees as consumers.
3.2.5 Accelerating internal readiness to close succession gaps.
3.2.6 Work intensification and job security and practice of soft HR policies.
3.2.7 Taking quality initiatives for better organizational performance.
3.2.8 Motivating employee.
3.2.9 Workforce management
Human Resource Management (HRM) is an important issue for a modern business organization to survive in the competitive market and to sustain success with good productivity and better employee performance. HRM, in fact, is the organizational function which deals with several issues regarding people in an organization including compensation, organization development, hiring new people, safety, employee motivation, benefits, performance management, wellness, administration, communication, and training, etc. HRM is also a strategic and comprehensive approach to managing people as well as the workplace culture and environment. Effective HRM enables employees to contribute effectively and productively to the overall company direction and the accomplishment of the organization’s goals and objectives (Susan, 2013).
HRM can follow or apply different strategies that vary on the level of employees and factors involved in company business. For instance, HR strategies for operational level staff will be different from the strategic level employees.
HRM is moving away from traditional personnel, administration, and transactional roles that are increasingly outsourced. HRM is now expected to add value to the strategic utilization of employees and which employee programs affect the business in measurable ways. The new role of HRM involves strategic direction as well as HRM metrics and measurements to demonstrate value (Susan, 2013).
This study is carried out with the purpose of producing a report on HRM, particularly Strategic HRM including its importance, functions, changes, and roles, kind of strategies, and assessment of these strategies applying to a modern organization.
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1.0 Activity 1
1.1 Definition of Strategic Human Resource Management (SHRM)
Human Resource Management (HRM) is the function within an organization that focuses on recruitment of, management of, as well as providing direction for the people who work in the organization (Susan, 2013). According to Storey (1995), human resource management is a strategic approach for an organization to manage its employees who individually and collectively contribute to the achievement of its goals.
Strategic HRM is the interface between HRM and strategic management Boxall (1996). According to Pearce and Robinson (1988), Strategic management is the set of decisions and actions resulting in the formulation and implementation of strategies designed to achieve the objectives of an organization.
The following figures show the key difference between traditional HRM and Strategic HRM:
Soruce: Deler and Doty (1996).
The main task of the traditional human resource management of an organization is to develop the skilled workforce for the organization so that they can carry forward the responsibilities for which purpose they have been recruited. On the other hand, SHRM develops effective co-ordination among the strategy of the organization, maintaining organizational structure, and dealing with different activities of human resource activities (Mintz and Testa, 2006).
1.2.Necessity of HRM in an organisaiton
HRM, working as an interface between employers and employees, enables the organizations to achieve its goals of retaining, attracting, and developing staff and helps the entire function of the originations to develop loyal employees for offering their best performance to the organizations.
HRM chalks out the training and development programs for the employees to ensure the continuous flow of skilled employees (Price, 2007). One of the main objectives for every medium and giant size organization is to attain a competitive advantage at any cost by adapting and implementing different strategies. One of the strategies may be to implement the latest technologies and information systems to produce the best quality of the products and to provide excellent customer service. Following this strategy, HRM has to recruit skilled and efficient human resources and arrange the necessary training programs to make the employees competent to cope up with the strategy.
HRM plays an important role to retain a low employee turnover rate by motivating people to work for the organization, attracting new employees, and contribute to employee training and development. In addition, HRM trains and motivates the staff through effective communication, ethical policies, and socially responsible behavior to them clarifying the organization’s problems as well as providing solutions, which motivate employees to work more efficiently and effectively………