Organizational Success through Strategic Human Resource Management

By Jain, Mitushi | Journal of Social Welfare and Management, January-March 2014 | Go to article overview

Organizational Success through Strategic Human Resource Management


Jain, Mitushi, Journal of Social Welfare and Management


Introduction

HRM is a strategic approach to the acquisition, motivation, development and management of the organization's human resources. It is a specialized field that attempts to develop an appropriate corporate culture, and introducing programmes which reflect and support the core values to the enterprise and ensure its success.

HRM is proactive rather than reactive, i.e., always looking forward to what needs to be done and then doing it, rather than waiting to be told what to do about recruiting, paying of training people, or dealing with employee relations problems as they arise. [1]

Thus, According to Flippo, human resource management is "the planning, organizing, directing and controlling of the procurement, development, compensation, integration, maintenance and reproduction of human resources to the end that individual, organizational and societal objectives are accomplished."

Human Resource Management: Objectives

* To help the organization reach its goals.

* To ensure respect for human beings. To identify and satisfy the needs of individuals.

* To ensure reconciliation of individual goals with those of the organization.

* To provide the organization with well-trained and well-motivated employees.

* To develop and maintain a quality of work life. [2]

Human Resource Management: Functions

* Human resource or manpower planning.

* Recruitment, selection and placement of personnel.

* Training and development of employees.

* Appraisal of performance of employees.

* Taking corrective steps such as transfer from one job to another.

* Remuneration of employees.

* Social security and welfare of employees.

* Setting general and specific management policy for organizational relationship.

* Collective bargaining, contract negotiation and grievance handling.

* Staffing the organization.

* Aiding in the self-development of employees at all levels.

* Developing and maintaining motivation for workers by providing incentives.

* Reviewing and auditing manpower management in the organization. [3-5]

Human Resource Management: Futuristic Vision

* There should be a properly defined recruitment policy in the organization that should give its focus on professional aspect and merit based selection.

* In every decision-making process there should be given proper weight age to the aspect that employees are involved wherever possible. It will ultimately lead to sense of team spirit, teamwork and inter-team collaboration.

* Opportunity and comprehensive framework should be provided for full expression of employees' talents and manifest potentialities.

* Networking skills of the organizations should be developed internally and externally as well as horizontally and vertically.

* For performance appraisal of the employee's emphasis should be given to 360 degree feedback which is based on the review by superiors, peers, subordinates as well as self-review.

Definition of SHRM

SHRM or Strategic human resource management is a branch of Human resource management or HRM. It is a fairly new field, which has emerged out of the parent discipline of human resource management.

Strategic human resource management can be defined as the linking of human resources with strategic goals and objectives in order to improve business performance and develop organizational culture that foster innovation, flexibility and competitive advantage.

In an organization SHRM means accepting and involving the HR function as a strategic partner in the formulation and implementation of the company's strategies through HR activities such as recruiting, selecting, training and rewarding personnel.

According to Wright & McMahan, 2 992, Strategic Human Resource Management refers to:

"The pattern of planned human resource activities intended to enable an organization to achieve its goals". …

The rest of this article is only available to active members of Questia

Already a member? Log in now.

Notes for this article

Add a new note
If you are trying to select text to create highlights or citations, remember that you must now click or tap on the first word, and then click or tap on the last word.
One moment ...
Default project is now your active project.
Project items
Notes
Cite this article

Cited article

Style
Citations are available only to our active members.
Buy instant access to cite pages or passages in MLA 8, MLA 7, APA and Chicago citation styles.

(Einhorn, 1992, p. 25)

(Einhorn 25)

(Einhorn 25)

1. Lois J. Einhorn, Abraham Lincoln, the Orator: Penetrating the Lincoln Legend (Westport, CT: Greenwood Press, 1992), 25, http://www.questia.com/read/27419298.

Note: primary sources have slightly different requirements for citation. Please see these guidelines for more information.

Cited article

Organizational Success through Strategic Human Resource Management
Settings

Settings

Typeface
Text size Smaller Larger Reset View mode
Search within

Search within this article

Look up

Look up a word

  • Dictionary
  • Thesaurus
Please submit a word or phrase above.
Print this page

Print this page

Why can't I print more than one page at a time?

Help
Full screen
Items saved from this article
  • Highlights & Notes
  • Citations
Some of your highlights are legacy items.

Highlights saved before July 30, 2012 will not be displayed on their respective source pages.

You can easily re-create the highlights by opening the book page or article, selecting the text, and clicking “Highlight.”

matching results for page

    Questia reader help

    How to highlight and cite specific passages

    1. Click or tap the first word you want to select.
    2. Click or tap the last word you want to select, and you’ll see everything in between get selected.
    3. You’ll then get a menu of options like creating a highlight or a citation from that passage of text.

    OK, got it!

    Cited passage

    Style
    Citations are available only to our active members.
    Buy instant access to cite pages or passages in MLA 8, MLA 7, APA and Chicago citation styles.

    "Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences." (Einhorn, 1992, p. 25).

    "Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences." (Einhorn 25)

    "Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences." (Einhorn 25)

    "Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences."1

    1. Lois J. Einhorn, Abraham Lincoln, the Orator: Penetrating the Lincoln Legend (Westport, CT: Greenwood Press, 1992), 25, http://www.questia.com/read/27419298.

    Cited passage

    Thanks for trying Questia!

    Please continue trying out our research tools, but please note, full functionality is available only to our active members.

    Your work will be lost once you leave this Web page.

    Buy instant access to save your work.

    Already a member? Log in now.

    Search by... Author
    Show... All Results Primary Sources Peer-reviewed

    Oops!

    An unknown error has occurred. Please click the button below to reload the page. If the problem persists, please try again in a little while.