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The formulation of organizational missions, goals, and objectives, as well as the action plan for achievement, that explicitly recognize and the impact of outside environmental forces. (Anthony el a., 1996). Strategic Management denotes a pattern of managerial decisions and actions undertaken by a senior manager to improve performance in an organization. While Strategic Human resource management is the process that links HRM policies and practices with the strategic objective of organisations to enhance performance by focusing on the performance of the organisation rather than individual performance.  Human resource plays a vital role in an organisation. Its main responsibilities fall into tree major departments 1) staffing 2) employee compensation and benefits and defining work. According to Pfeffer there are two main features of strategies that help the HRM to conduct its operations as-Internal ‘fit’ – consistency between the set of HR practices. Pfeffer (1998) proposed 7 practices that together make an HR strategy which are-: 1) Employment security 2) Careful hiring 3) Self-managed teams and decentralised decision-making 4) Comparatively high compensation contingent on organisation’s performance 5) Extensive training 6) Low status distinctions and barriers 7) Extensive sharing of financial and performance information.External ‘fit’ – the HR strategy is consistent with the firm’s product-market strategy or production process. This approach can be divided into types 1) Links with Product – Market Strategies (Huesilid 1995) and 2) Links with Production Arrangements/Systems (McDuffie 1995)Human resource has become an external function rather than internal function or it could be said that the nature of HR function has changed from being reactive, prescriptive, and administrative to being proactive, descriptive, and executive (Boxall,1994; Legge,1995).  HRM as a function is growing in significations and is now impacting and incorporating with the cooperate strategy to benefit the organisation.  As we can see in the above table Human resource deals in a vast range of activities and people-oriented practices. It also deals Business Ethics and Corporate Social Responsibility(CSR) which refers to the responsibility of organisations of their impact upon society both locally and globally. The history of HRM os intertwined with the development of ‘responsible business’ which includes ethics, justice, social responsibility, sustainability. The role that HRM has played in promoting and maintaining ethical and responsible business practice has varied over decades but the key aspects of HRM is ensuring that the organisation’s strategies, policies, and practices are ethical, and the culture of the organisation is consistent in this approach. HR policies such as recruitment selection training and development, performance review and organisational development can influence the culture therefore behaviour within the organisation. Here are some of the practices, roles and strategies that can be adopted under the umbrella of Human Resource Management to champion ethical and responsible behaviour in organisations.

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