STRATEGY AND HUMAN RESOURCE MANAGEMENT

Strategy and Human Resource Management



Strategy and Human Resource Management

Introduction

The basic aim of strategic human resource management is to optimise the performance of an organization. SHRM can be looked upon as a method to improve the performance of the organization and its employees. An effective human resource management helps in retaining the total quality people. SHRM helps in increasing the motivation level of the employee thus increasing their productivity. The key functions of HRM are recruitment and selection, employee relation, record keeping of all personal data, career development and organization performance management (Sparrow, Scullion, Farndale 2011, 98)

Market-based approaches to resource management are the dominant model in foreign aid agencies and have been integrated into many state, nongovernmental, and private sector development projects and policies throughout the globe. These approaches are often promoted as “win-win” situations that bring income to local populations and increase the degree and efficacy of resource management. Nevertheless, one should proceed with caution when introducing market environmentalism into developing areas, as cultural changes are likely, and there are often many unexpected consequences (Sparrow 2011, 98). Market environmentalism is often uncritically formulated around the idea of “selling resources to save them:” in other words by simply recognizing or increasing economic value, one will encourage more sustainable management. However, since many natural resource-based projects link to imperfect and highly competitive export markets inundated with uncounted negative social and ecological consequences, known as externalities, these projects may still deplete the targeted commodity or negatively impact other non-target resources (e.g., groundwater) and potentially cause a subsequent devaluation of resources customarily used for subsistence practices. Prices often do not reflect true costs of extraction or loss of resources, and thus market-based management may not always achieve the triple bottom line of ecological, social, and economic sustainability. Successful resource management projects generally precede very slowly, are highly participatory, and respect and value local differences. Market-based natural resource management cases designed with narrow expectations, like the rapid economic returns on investment, are unlikely to achieve long-term sustainable resource use in conjunction with human and social development.

Human Resources Management (HRM) is about managing people for effective performance. Its aim is to establish a more open management; flexible and caring style for staff. They will be motivated, evolved and managed so that they can give their best to support the missions of the departments. (Kostova 2009, 403) Paul Iles form was selected based on the evidence in HRD that support the 'Best Fit' Approach. This form wrappings all facets that directly or obscurely affect the enterprise scheme, Human asset strategy, and the corporate strategy. The form was selected because it covers the SWOT analysis, A focus on the teaching on teams for fostering a more participatory organisational culture, Training programs for the HR group Promotion & recruitment inside the company, presentation associated pay; Annual bonus which is related to business performance, Individual Development and response, and eventually presentation Appraisals. (Lado 2008, 699)

These points were the recommendations made and roles presented of ...