Strategic Human Resource Management

Paper Summary:

This paper discusses strategic human resource management (HRM). The paper first discusses how strategic HRM results in improvements in organizational performance and its competitive advantage. It then discusses the relationship between senior managers and human resource development (HRD) professionals and the successful integration of HRD into the organization's planning process.

Table of Contents:
Abstract
Introduction
Strategic HRM and Performance (A review)
SHRD Characteristics
Organizational Maturity-HRD roles (An extensive Survey)
Key Issues
Acquisition and Mergers (Strategic Role of HRD)
Repatriates and expatriates (A strategic HR Issue)
Conclusion

From the Paper:

"Having analyzed the characteristics, and the practical status of HRD in an organization using the survey, let us focus on the chief problems that hinder the development of SHRD. HRD should be able to induce a change in corporate culture, which is only possible if it is part of the strategic thinking body of the organization. (Alan Price, 38,1997) The most important and obvious issue is the lack of strategic partnerships with the consequent lack of strategic maturity of the HRD in organizations. Strategic partnerships between the senior management, line managers, staff and the HRD is thus at the very core of the problem. As discussed earlier mature organizations tend to have strong strategic bonds. Strong strategic partnerships between the different stakeholders within the organization can only be sustained if each of the partners understands the role of the others. Effective boundary management becomes an important issue for the HRD professional. Once these core issues are sorted out HRD could contribute as a proactive, strategic body of the organization. Evaluation of training programs (positive results) is suggested as a way of gaining the confidence of the senior management. Only when HRD closes the 'credibility gap' it will be accepted into the strategic fabric of the organization. (Dilworth and McClernon, 2000)."

Sample of Sources Used:

• Louma Mikko, 2000, 'Investigating the Link Between Strategy and HRD', Personnel Review, Vol. 29 No. 6, 2000, pp. 769-790. MCB University Press,
• Tammy L. McIntyre, (2004) 'A Model of Levels of Involvement and Strategic Roles of Human Resource Development (HRD) Professionals as Facilitators of Due Diligence and the Integration Process', Human Resource Development Review, Vol. 3, No. 2, 173-182
• SYED AKHTA R, DANIEL Z. D I N G, AND GLORIA L. GE, 'Strategic HRM Practices and their Impact on Company performance in Chinese Enterprises', Human Resource Management, Spring 2008, Vol. 47, No. 1, Pp. 15-32
• Hitt, M., Harrison, J., Ireland, R. D., & Best, A. (1998). 'Attributes of successful and unsuccessful acquisitions of US firms'. British Journal of Management, 9, 91-114.
• Shields, K. (2000). What HR needs to review the due diligence. HR Focus, 77(10), S2-S3.

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