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Strategic human resource gives the firm competitive advantage in the industry within which it operates as it boosts the productivity of labor, which is oriented towards the Eng term, and short-term goals of the organization. In pursuit of strategic human resource management there is an obvious consequence, which is attainment of competitive strategies and improved firm performance. This is so because the essence of strategic management is its ability to influence the employee to develop an attitude that leads the organization into competitive edge and productivity.

A firm cannot obtain growth and expansion which strategy that facilitates operations towards the objective. 3. 1 Identify a range of HER strategies for an organization There are a range of human resource strategies that are adopted by organizations in order to improve their business performance and their competitive strategies. First and foremost, the organization has resounding strategy which ensures that the management puts in place proper human resource planning, maintains high retention rate of employees, and harness the immense talents of employees to the betterment of the organization.

Secondly, there is the learning and development strategy which aims to give employees platform to engage in further training and career development. The other strategic human resource strategy is reward strategy. This Strategy ensures that the employees are paid remuneration which is equal to the effort they put in the organization. Finally there is employee relation strategy which helps to ensure there is good rapport between management and employee. The employee relation strategy is achieved through having various communication channel and sound conflict resolution mechanisms (Legged, 2005 P. 54). 3. 2 Assess HER strategies and their application in an organization Each organization exists in a unique industry and it is therefore prudent that each of the human resource strategies are applied uniquely depending on the industry. Industry such as manufacturing and construction industry are such that it is easy to measure employees input by physically looking at the work they have done over a given period of time. It is therefore easier for the management of the organizations in those industries to adopt reward strategy.

This strategy ensures that the employees are paid remuneration which is equal to the effort they put in the organization, on the other hand, in most service industry such consultancy services it is not easy to measure employees input since input can only be assessed in terms of clients’ attestation (Price, 2011 P. 89). Quantify client satisfaction and tying it to pay for employee is therefore almost impossibility. Other strategies are largely uniform across several organizations with only slight differences and hence they are applicable across organizations in different industries. 4.

Identify contemporary issues affecting strategic human resource management Strategic human resource management is very dynamic and keeps changing because better approaches to the concept are realized frequently. The dynamism that has characterized strategic human resource is driven by the act that organizations wants to increase their competitive edge and boost their performance in the organizations within which they operate. The major contemporary issue that info ounces strategic management is globalization. All firms want to expand and grow into new markets to increase their reeve uses.

In achieving this they must strategically direct the efforts of employees toward this objective. The other contemporary issue is downsizing. Firms usually are operated with profitability incentive they must therefore have cost cut measures to red cue expenses and enhance receipts (Schools & Johnson, 2007 p. 69). Downsizing offers the best option to cost cutting because salaries constitute a lion’s share of organizations’ expenses. The management is therefore forced to retrench some its workers in a bid to realize profitability.

Automation of systems is yet another contemporary issue affecting organizations’ strategic human resource management. Automation compels organization to ensure that their employees are knowledgeable in as far as technology is concerned. Installing system in organization is not any easy fete to achieve, it involves a lot of costs to procure the software and hardware components for the system. The other challenge is that it is time consuming because a lot of procedures have to be followed in integrating a system to the organization. The most challenging part Of a management system is managing the system and its associated risks.

The first risk is that the employees who are supposed to be part and parcel of such a system may refuse to embrace because they may not fully understand how such a system would be beneficial to them. The human resource team should therefore rise to the occasion by finding ways and means of influencing the employees to embrace such system within their ranks (Sahara 2011 p. 8). Conclusion . Strategic human resource is critical to the success of any organization because it is management that is tied to achievement of the broader goals and the objectives of the organization.

Strategic human resource gives the firm competitive advantage in the industry within which it operates as it boosts the productivity of labor which is oriented towards the long term and short term goals of the organization. In order to achieve this daunting task human resource management is responsible for several strategic functions such as recruitment, motivation of workers, designing job analysis, making of enumeration and other non-financial packages to employees, as well as facilitating stratifying and development.


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