Table of Contents
1.1 Definition of strategic human resource management.
1.2 Importance of Human Resource Management in modern organizations.
1.3 Analysis of the framework of strategic human resource management.
1.4 Strategic human resource process.
1.5 The roles in strategic human resource management.
Compensation and Benefits.
Recruitment and Selection.
1.6 Development and implementation of human resource strategies.
2.1 Contemporary issues affecting strategic human resource management.
HR Effectiveness Measurement
Multi-Generational Challenges in the Workplace.
Legislation Affecting the Workplace.
Rapid Technological Advances in the Workplace.
The Numbers Speak Volumes.
Expand Skills and Enhance Expertise to meet the challenges.
3.1 Definition of HR strategies.
3.2 Identification of a range of HR strategies for Greggs Plc, UK.
3.3 Assessment of HR strategies and their application in Greggs Plc, UK.
Training and development
Recruitment and selection.
Improving the quality of line management
Appendix A: Component of high-performance work systems (HPWS).
1.1 Definition of strategic human resource management
Human resource management is a strategic approach for the management of the organization’s employees who individually and collectively contribute to the achievement of its goals (Storey, 1995). This means HRM involves all management decisions and actions that affect the nature of the relationship between the organization and employee. In fact, HRM, in theory, and practice, encompasses a diverse body of scholarship and managerial activities concerned with managing work and people (Bacon and Blyton, 2003).
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. This is an approach for the management that involves taking a broad and long-term view of business and managing activities of the organization. Strategic HR management enables the organization to align resources to corporate strategies. It provides information on how the HR functions will support the goals and strategies of the organizations. It also identifies how the gaps between the future as well as the present capability to be outlined
1.2 Importance of Human Resource Management in modern organizations
HRM gains competitive advantage by achieving the fundamental aims of an organization in the field of people management more effectively and efficiently than competitor organizations, where these aims include mobilizing the workforce, maximizing its performance, managing change effectively and striving to achieve excellence in administration (Torrington et al., 2008).
As Bratton and Gold (2012) note, successful organizations consider their human capital as the most significant assets because employees individually and collectively contribute to the achievement of the strategic objectives of the organization. According to Torrington et all. (2008), this means HRM maintains a competitive advantage enabling the organizations to achieve their goals by engaging, rewarding, retaining, attracting, and developing staff effectively.
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Stevens (2005) conceives of the whole human resource contribution in terms of the management of risk, the aim being to ensure that an organization balances the maximization of opportunities and the minimization of risks. The ability to attract and retain a strong management team is central to achieving this aspect of organizational effectiveness.
According to Torrington et all. (2008), HRM also plays a significant role in building an organization’s reputation as an ethically or socially responsible organization. This happens in two different ways. The first includes fostering an understanding of as well as a commitment to ethical conduct on the part of managers and staff. It is achieved by giving attention to these objectives in recruitment advertisements, in the criteria of selecting new employees and promotion of staff, in the methods applied to develop people and in the performance management process. The second involves the manner in which employees are managed. A poor reputation may be gained because of an organization known for treating its employees poorly. For example, in recent years, well-known fast-food chains in the UK have suffered because of their use of zero-hours contracts, where many multinational organizations have had their reputations stained with the stories in the media regarding the conditions under which their employees in developing countries are needed to work.
On the other hand, HRM supports modern organizations to face challenges and to survive in the dynamic, competitive marketplaces with the capitalization on the full potential of each employee (Torrington, 2008). For example, new challenges by rapid changes in technological development are arising in every step of organization activities. In consequence, as Gallagher et al. (2007) suggest, appropriate HR techniques are very significant to overcome these challenges as well as to improve both quantitative and qualitative goals including organizational culture and cognitive aspects.
1.3 Analysis of the framework of strategic human resource management
The key objectives of the SHRM framework are to create an organization with the right people in the right positions at the right time (Torrington et al. 2008). All the processes and sub-processes in the SHRM framework model designed by NATO (2012) shown in the following figure aim to achieve these objectives considering ways of recruiting, retaining, and discharging personnel……………..