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Business Strategy Human Resource Management
These notes focus on the evolution of strategic human
resource management, how it differs from traditional
human resource management and its various aspects
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Lastly, we learn about the
objectives, importance and theoretical perspectives of
SHRM
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Strategy -A high-level plan for achieving one or more goals in the face of

uncertainty is called a strategy
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● Managers use strategy to accomplish one or more of the organization's goals
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● A primary plan of action, or strategy, is how an organisation interacts with its
environment, particularly with external forces, to support all actions necessary
to achieve the organization's goals
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● The synthesis of internal and external forces is strategy
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● Internal elements are matched with the opportunities and threats presented by
external factors
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● A strategy is a set of actions intended to satisfy a certain requirement,
address a specific issue, or bring about the desired outcome
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Evolution of Strategic Human Resource Management -

Traditionally, the personnel department served as the first stage for carrying out HR
(Human Resources) tasks in the managerial structure
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Human Resource Management
b
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1

Human Resource Management -Understanding the evolution of HRM

(Human Resource Management) over time is crucial for comprehending its
philosophy, purposes, and methods
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● In an organisation, managing human resources is referred to as human
resource management (HRM), a relatively new phrase
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● Organizational behaviour, personnel management, industrial relations, and
labour law are all components of HRM as it continues to develop
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It was not seen as being active in the business's strategic or competitive
spheres
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● The adoption of HRM as a replacement for personnel management began
before 1970
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● The fundamental responsibility of HRM is to make sure that organisational
goals are attained via the dedication of people
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2

Strategic Human Resource Management - The dynamic and competitive

business climate brought about by globalisation over the past four decades has
prompted top managerial cadres to place a fresh emphasis on how HR should be
organised and handled
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● It was a fundamental belief that HRM management contributed to the role and
effectiveness of the organisation
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● The HR department must now adopt more strategic and dynamic
perspectives
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● An integrated approach between HRM and business strategy was created
between the late 1980s and the early 2000s
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●

The interaction between HRM and organisational strategic management
received more focus
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● The approaches of HR cognition, HR learning, HR knowledge, HR network,
and HR development are under the ambit of strategic management scenarios
in the twenty-first century
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Aspects of strategic human resource management:There are

four components of strategic human resource management, this includes:
a
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b
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c
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d
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4
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Long-Term Focus - Due to the long-term emphasis of business strategy,
strategic human resource management's focus is also long-term and likely

spans more than a year
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They support important long-term corporate goals and performance targets
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A management strategy that focuses on long-term
problems and gives the organisation direction is described by strategic human
resource management
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Goal-setting -Strategic human resource management is practised at all levels
of senior management and is closely tied to goal-setting, policy-making, and
resource allocation
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Avoiding expensive and disruptive shocks that interfere
with attaining goals is one of the advantages
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Additionally, it can be utilised to keep
workers focused on their objectives
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c
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It provides
important inputs, for instance, when company strategies and human resource
strategies like hiring, staffing, training, and performance evaluation are
developed
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Or how conventional staffing meets
immediate operational goals while strategic staffing aids the firm in acquiring
long-term human resources
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As employees gain experience and as businesses make investments in the
training and development of personnel, a firm develops through time
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d
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An organisation can then
find similar organisations that have a reputation for excellence in a particular
function and study their techniques to improve performance
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Business fundamentals, such as
finance, marketing, sales, operations, and IT, are useful for retaining staff with
the right mix of abilities and for budgeting
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5
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Plan for the amount of labour that will be needed for the company's operations
in both domestic and foreign markets
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To make certain that the organisation has access to a skilled, dedicated, and
highly motivated workforce to sustain a competitive advantage
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Conduct scientific personnel recruitment and appointment processes to
ensure the correct kind and quantity of business operations
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To give the organisation guidance so that it can meet the demands of its
personnel, both individually and collectively, as well as it is commercial needs
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To improve their abilities and knowledge, train the staff on how to use the
technology and the working process
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To develop methods, implement programmes, and establish HR policies that
are focused on bringing out the best in employees for corporate success
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The jobs should be assigned to the workers based on their areas of expertise
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To combine HR tactics with corporate plans to spur expansion based on
science, give deserving personnel possibilities
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To oversee and preserve the workforce's intelligence, productivity, abilities,
and expertise
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Pay employees based on their abilities, background, and contributions
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To find more ways to employ human resources productively and efficiently
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Keep your staff members happy, cooperative, and motivated
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To offer the appropriate direction for guiding teamwork between individuals
and business practices toward achieving corporate and worker goals
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Enhance workplace harmony, serenity, and industrial relations
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Should place more emphasis on the long-term impacts of every HR strategy
and policy than the immediate advantages
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Encourage staff to work together, to be dependable, and to perform better at
work
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To research market conditions, pinpoint distinct segments' demands and
provide them with tailored services while doing so effectively
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Improve organisational effectiveness and performance through the use of
human resources in business
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To emphasise that the main source of competitive advantage is the workforce
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Importance of Strategic Human Resource Management -The

following is strategic human resource management’s importance:
● The primary goal of strategic human resource management is to concentrate
on behaviours that set a company or organisation apart from its rivals
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● It offers suggestions for how to distribute an organization's resources to its
most qualified and suitable workers
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● The strategic plan for strategic human resource management is designed with
the organization's structure, culture, employee value propositions, and
successful communication in mind
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● Additionally, strategic human resource management keeps track of threats,
downturns, and other corporate acquisitions
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●

Additionally, strategic human resource management participates in the hiring,
training, and evaluation procedures for employees
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● The decision-making process in the company now includes strategic human
resource management
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Roles of Strategic Human Resource Management -Following are

some of the key functions of strategic human resource management in an
organisation:
a
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The pursuit of competitive advantage is the primary role that
the organization's personnel play as a result of strategic human resource
management
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When making
judgments about investments in human resources, senior management's
values are crucial
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b
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An employer must take into
account more than just the training cost when deciding how much money to
spend on a new training programme
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HR must make decisions
regarding issues with employee relations in this decision-making role
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c
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In
this capacity, HR is responsible for choosing, designing, and implementing
systems for staff planning and evaluation
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It guarantees an organization's efficient
operation
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The Strategic Human Resource function has changed

from being a routine administrative function to a strategic one, just as human
resources have evolved to be seen as valuable assets
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Administrative duty - In this capacity, HR is responsible for carrying out the
organization's policies and procedures
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The administrative aspect of
human resources has evolved
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The department of human
resources takes on the conventional personnel role, offers regular operational
support, and manages paperwork
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Functional
managers consider the HR department to be somewhat unimportant
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Strategic Human Resource Theoretical Perspectives - These

can be categorised into three groups:
a
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" Organizational
performance indicators and human resource practice
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According to the fit perspective, human
resources are a crucial success factor that must be taken into account during
every stage of organisational planning
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Even the best strategic plans cannot be carried out
without considering the practices of Human Resources
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b
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As a staff function,
human resources is regarded as consultative to and below the key line
functions
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This
viewpoint is based on the idea that an organisation operates most effectively
when each departmental unit maximises its contributions within the confines
of its particular field of expertise
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The task of directing the company
falls to general managers at the top, functional managers with independent
competence in the middle, and subordinates at the bottom
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Economic Perspective -According to this viewpoint, human resources are a
distinctive and distinct source of competitive advantage
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The firm's production processes must be enhanced by
human resources, and the capabilities it is looking for must be uncommon
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