2.1.1.1 The concept of Strategic Human Resources management stems from the idea that the top management is strongly convinced that the human capital of their organisation requires very close nurturing and makes them partners in the organisational success. It is for the HR department to identify and mould the individual characteristics of the human capital and align them with the strategic vision and mission of the organisation. This can be achieved if the strategic HR functions are constantly, and vigorously aligned towards total quality management in all fields, which would result in High Performance Work system. 2.1.1.2 The earlier part of this century has seen various experts and researchers synergizing the functions of human resources
The core competencies of HR managers are generally the same. Core competencies are basic qualifications that underline the HR manager 's ability to perform job functions. For HR managers, those core competencies include communication and interpersonal relationship skills, analysis and critical thought processes. The competency models for HR managers in both the private sector and the public sector are virtually the same -- both HR managers are responsible for creating and sustaining a productive workforce and positive work environment. HR professionals need business acumen, HR expertise, leadership qualities and the ability to establish HR as an advocate.
The model primarily values employees and various stakeholders and their individual interests. These differing interests must be integrated into one vision that helps shape all present and future human resource and business strategies. These interests create the mission and purpose of the organization and must mold it accordingly. Another key aspect of the model is its stress of organizational flow (MSU E-Learning Services, n.d.). The vision provided by stakeholder interests should flow throughout the organization to prevent departments acting alone or in their own exclusive best interests.
1.0 INTRODUCTION Business successes are always directly connected and rely on the performance of those who work for that business. Underachievement can be a result of workplace failures, it is because hiring the wrong people or failing to anticipate fluctuations in hiring needs will be effect the work performance and it can be costly. Therefore it is important to put an effort into human resource planning in order to ensure the organisation perform well and success in achieving their goals. One of the most importance factors affecting planning involves the goals in the organisation. The planning of human resource must effectively align with the organizational goals.
Schuler and Jackson (1987) defined HRM practices as a system that attracts, develops, motivates, and retains employees to ensure the effective implementation and the survival of the organization and its members. Besides, HRM practices is also conceptualized as a set of internally consistent policies and practices designed and implemented to ensure that a firm’s human capital contribute to the achievement of its business objectives (Delery & Doty, 1996). Likewise, Minbaeva (2005) viewed HRM practices a set of practices used by organization to manage human resources through facilitating the development of competencies that are firm specific, produce complex social relation and generate organization knowledge to sustain competitive advantage. Against this backdrop, we concluded that HRM practices relate to specific practices, formal policies, and philosophies that are designed to attract, develop, motivate, and retain employees who ensure the effective functioning and survival of the
ii) Human Capital Strategy(HCS) Every company needs a human capital strategy that supports its business strategy. Since human capital is an asset, it follows that Human capital strategy is a form of asset management – a plan for securing, managing and motivating a workforce to optimize business performance. It is business strategy that links the competencies, motivations, and satisfactions of its employees directly with drivers of a value for customers, which in turn drives profitability for the
It is a system designed to give information periodically help managers in their decision making processes, in which as argued by researcher affords managers the chance to device profitable decisions for an organisation. Management information systems, uses standardized measures for management to function on all levels with information based on internal and external sources, for efficiency and decision making for directing and controlling various activities. With the above highlighted it is then the task of this research report to identify the role of management information systems in gaining a competitive role to enhance the strategic objective of an organization. In purists of identifying the role of management information systems, a discussion on various elements that shape strategy will be considered. For an organization to gain a competitive role there has to be a level of effectiveness adopted through information systems and the ability for managers to make concise decision for the business.
Introduction Strategic human resource management is an approach to the development and implementation of Human Resource strategies.The best way to understand strategic human resource mamagement is by comparing it to human resource management.strategic human resorce management is seen as a partner in organizational succes.It utilizes the talent and opportunity within the human resources department to make other departments stronger and more effective.Strategic human resource management is the practice of attracting,developing,rewarding, and retaining employees for the benefit of both the employees as individuals and the organizations as a whole.Hr departments interact with the other departments within an organization in order to understand their goals and then create strategies that align with those objectives, as well as those of the organization.As a result,the goals of a human resource department reflect and support the goals of the rest of the organization.Strategic Human Resource Management is defined as the link between Human Resources policies and practices with overall strategic business objectives of an organization.So,Strategic Human Resource Management has a significant influence on managing employees.Strategic Human Resource Management is based on 3 propositions.They are as follows; The human resources or human capital of an organization play a strategic role in its success and are a major source of competitive advantage. HR strategies should be integrated
A proper definition of human resource management that many scholars and HRM specialists have agreed is that HRM is the process of providing employees with the skills and knowledge they use now or in the future and developing the general skills of the staff of the organization to be more prepared to accept the challenges of new tasks assigned to them; the long-term systematic application of knowledge and behavioral sciences; Teach employees strong deeds that enable them to achieve the goal(Beer et al. 1985). Furthermore, HRM is one of the main functions of enterprises, and is concerned with the recruitment and management of individuals working in the enterprise. It is defined as a process implemented by institutions and companies; for the management of individuals; to achieve the objectives, effectively and efficiently, thereby contributing to the attainment of the objectives required (Jackson and Schuler,
But hard HRM views on the integration of human resources with organizational strategy. Even the condition is do. The company targets are given priority over the employee needs. Not only have the internal factors, the external factors also considered the use of company’s internal key resources, towards competitive advantage. These resources can’t easily be duplicated or replaced.