Strategic Human Resource Management

Book description

The concept of strategic human resource management has developed widely in the last couple of years, especially because of the impact of human resources on the competitiveness of organizations. The development of human resource strategies involves taking into account their multiple mutual dependencies and the fact that they must be vertically integrated with the business strategy. These strategies define the intentions and plans related to the overall organizational considerations, such as organizational competitiveness, effectiveness or image, and to more specific aspects of human resources management, such as resourcing, motivating, valuating, learning and development, reward and employee relations.

Strategic management of human resources provides a large perspective on the way critical issues or success factors related to people can be addressed and how different concepts of strategic decisions are made, with long-term impacts on the behavior and success of the organization. The fundamental objective of human resource strategic management is to generate strategic capabilities by ensuring that the organization has the high-qualified, committed and well-motivated employees it needs to achieve and sustain the competitive advantage.

The emergence of strategic human resource management (SHRM) is influenced by global competition and the corresponding search for sources of a sustainable competitive advantage. SHRM has achieved its prominence because it provides a means by which business firms can enhance the competitiveness and promote managerial efficiency. It facilitates the development of human capital that meets the requirements of a competitive business strategy, so that organizational goals and the mission of the organization will be achieved.

The HRM system is defined as "a set of distinct but interrelated activities, functions and processes that are directed at attracting, developing, and maintaining (or disposing of) a firm’s human resources." Many agree that HRM is the most effective tool which contributes to the creation of human capital, and in turn, contributes to organizational performance and the competitive advantage.

This book puts emphasis on understanding the role of HRM between organizations and people and provides an analytical approach toward encompassing HRM, employment relations, and organizational behavior. As a management discipline, HRM draws insights, models and theories from cognate disciplines and applies them to real-world settings. Further, this book discusses how current theoretical perspectives and frameworks (e.g., those related to strategic competitiveness, knowledge management, learning organization, communities of practice, etc.) can be applied by reflective practitioners to create an eco-friendly organizational culture.

Table of contents

  1. Cover
  2. Half-Title
  3. Title
  4. Copyright
  5. Contents
  6. Author
  7. 1 Introduction to Strategic Human Resource Management
    1. Introduction
    2. Learning Objectives
      1. I
      2. II
        1. Theoretical Foundations of SHRM
        2. Implications of HRM Practices
      3. III
        1. SHRM and Organizational Performance
      4. Case Study of Strategic Human Resource Management in Walmart Stores
        1. Introduction
    3. Conclusion
    4. References
  8. 2 Strategy: Concept and Process
    1. It Is Imperative for the Corporate World to Design Strategic HR Management
    2. Process Improvements to Move toward Enduring Human Resource Management
      1. Strategic HRM Helps to Create Employer Branding
      2. Role of Strategic HRM for Achieving Global Ambitions
      3. Embarking on a Journey
      4. Working Out a Winning Formula
      5. Mastering the International Matrix
    3. Bibliography
  9. 3 Strategic Human Resource Management: Concept and Process
    1. Competitive Human Resources Strategies
    2. Implications for Human Resources Strategy
    3. What Does an Effective HR Agenda Need to Do?
    4. Why Do So Few HR Strategies Provide These Benefits?
    5. Four Steps to an HR Agenda
      1. Step 1: Enterprise People Philosophies and Themes
      2. Potential Action Items
      3. Step 2: Business Unit People Plan
      4. Organizational Capabilities – Path to People Plans
    6. Organization Capabilities Defining the Work of HR in Supporting the Growth Strategy of the Business
      1. The Competency Lever
      2. The Process and Structure Lever
      3. The Culture Lever
      4. Involving Line Leaders in the Capabilities Discussion
      5. Step 3: Company-Wide People Priorities
    7. References
  10. 4 Formulating and Implementing HR Strategies
    1. Corporate Governance and the HR Agenda
      1. Global Integration
      2. Most Commonly Integrated Global Practices
      3. Potential Action Items
    2. Step 4: HR-Organization Renewal (Operational Plans)
      1. Potential Action Items
      2. Completing the HR Strategy Process
    3. References
  11. 5 Roles in Strategic HRM
    1. People Development and Team Work
      1. The Process of Performance Management
        1. Clarifying Responsibilities
        2. Developing Performance Indicators and Objectives
        3. Preparing Action Plans
      2. The Need for Teamwork
      3. Action-Centered Leadership
        1. Leadership Tasks
      4. Team Processes
        1. Stages of Team Development
        2. Clear Objectives and Agreed Performance Goals
        3. Openness and Confrontation
        4. Support and Trust
        5. Cooperation and Conflict
        6. Good Decision-Making
        7. Appropriate Leadership
        8. Review of the Team Process
        9. Sound Inter-Group Relationships
        10. Individual Development Opportunities
      5. Top 25 Companies in India
      6. Strategic HRM and Employer Branding
    2. References
  12. 6 Improving Business Performance through Strategic HRM
    1. The Best and the Rest
    2. Best Practices
    3. Becoming the Best: Lessons from around the Globe
    4. Designing the Role of Corporate HR with a Focus on Strategic HRM
    5. Notes Based on Discussions with the HR Head of SRF
    6. Notes Based on Discussions with the Regional HR Manager of SBCH
    7. Notes Based on Discussions with Mr. Roy Chowdhary of Baxter
    8. Notes Based on Discussions with the HR Head of Samtel
    9. Bibliography
  13. 7 Strategies for Improving Organizational Effectiveness
    1. Corporate HR at the Heart of the Business
      1. Performance Management
      2. Organizational Development
      3. Employee Development
      4. Employee Relation
      5. Benefits of Corporate HR
    2. Roles of Corporate HR
      1. Role of Corporate HR in Relation to Unit HR/Divisional HR
      2. The Relationship of Corporate HR with Different Departments
      3. Governmental and Societal Obligations of Corporate HR
      4. Role of Corporate HR in Strategic Manpower Planning
      5. Role of Corporate HR as a Business Partner
      6. Corporate HR in a Proactive Role
      7. Role of Corporate HR as an Employee Advocate
      8. Role of Corporate HR as a Change Agent
      9. Role of Corporate HR in Transforming the Culture and Creating Cultural Awareness
        1. Measures for Developing a Good Organizational Culture
      10. Role of Corporate HR in Recruitment and Selection
      11. Role of Corporate HR in Career Development and Growth
      12. Role of Corporate HR in Retention of Employees
      13. Role of Corporate HR in Employee Compensation and Benefits
      14. Role of Corporate HR in Trade Union Relations
      15. Role of Corporate HR in Total Quality Management
    3. Competencies and Qualities Required for Corporate HR
    4. Training and Development Process
      1. Role of Corporate HR in Training and Development
        1. Continuous Improvement with Respect to Process Identification
    5. Conclusion, Recommendation and Key Issues
      1. Recommendation
      2. Changing Role of HR
      3. Key Issues
    6. Bibliography
  14. Index

Product information

  • Title: Strategic Human Resource Management
  • Author(s): Ananda Das Gupta
  • Release date: March 2020
  • Publisher(s): Productivity Press
  • ISBN: 9781000053692