Strategic Human Resource Management
o complete this Assignment:
�Locate two peer-reviewed journal articles in the online library that address a current trend in human
resource management practice that interests you. Focus on the categories of practice identified in
Armstrong�s (2003) chapter on strategic HRM that that is in the attachment file below: resourcing,
development and rewards (p.118). Examples might include trends in talent management, �total
rewards,� outsourcing, the use of social media, the mobile-friendly workplace and so forth.
�Briefly summarise each article, citing one or two key ideas from each.
�Provide a properly formatted references list that includes your two articles.
Strategic Human Resource Management
Introduction
From the model journal articles provided, it is evident that the success of human resource
management within an organization does not come on a silver platter; several factors are at play.
These factors may include the technology, the physical resources quality, and the people along
with its skills. A firm’s HRM constitute the practices, policies and the systems, which influence
the attitude, manners, and the performance of the workers. Based on the articles, this essay is
going to discuss on various aspects of HRM and provide a modest exploration of the
organizations mainly in the recruitment areas, development and training and above all the
diversity management. It will analyze the strategy of the HRM, a viewpoint of global of human
resource and the strategic functional views.
Staffing and Recruitment
In a HR firm context, recruitment among the essential HRM aspects. It is significant
because it has the strategy of recruiting hence being a smart sense of how they entice the
professional who are talented. In human resource, one can use numerous altered approaches in
the stage of recruiting. A firm is in a position to hire external and internal candidates, temporary
stuffing, or intern workers. The process of recruiting is crucial to the success of the companies
and the approaches of recruiting should be associated with the ultimate goals and objectives of
the company (Koys, 2013, p. 15). The recruiting strategy contains three main sources, which are
to hire external candidate, internal candidates, and the candidates who alternate stuffing. Every
opinion comes up at least with its benefits. The candidates employed by the company and are
well identified are those referred to as the internal candidates. They show its capability as good
workers and its readiness to get promotion in the company. This environment therefore develops
a competitive environment to all workers for the individual and company benefit.
Training and Talent Management
Strategic Human Resource Management 2
The organization demands the training of the new workers so that they can ensure that
they can take over the work from the older members as soon as they leave the organization. The
program of training comprise of both the informal strategy and formal like e-learning.
Alternatively, the candidates who are externally employed can provide a large pool of talents that
can gives a firm an option to select the future workers. The alternative staffing which refers to
hiring the workers partly rather than the full time may act as a suitable strategy of recruiting. The
firm views this as the best strategy of employment to the needed worker occasionally (Caldwell,
2004, p. 208). By the use of this strategy, the company saves most of its time and money because
the workers are cheaply paid since they are unqualified. Another recruiting strategy aspect,
which is significant, is to attract the capable workers by the internet. The employers use this as
the major method to attract the capable worker by utilizing the online jobs boards. The firm
views this job boards as its best choice because they reach many workers by posting the job
openings freely. Furthermore, the company links most of the jobs it posts online directly to its
web site. This way of recruiting the worker is great to the companies in increment of site traffic
and public awareness (Mees & Bonham, 2004, p. 12).
Compensation and Benefits
The benefit and compensation, deals with different forms of indirect managers.
Compensation, which people refer to as benefit, the managers uses it to identify, attract, and
retain the employees in the firm. This contains the designation and the administration of
compensations like the insurance, the income of retirement or the pension, pay leaves, and
different services of the workers along with different compensation that the federal state and the
laws authorize in line with this, compensation deals with numerous forms secondary
compensations (Caldwell, 2001, p. 48). This is the payment of the well performing workers in
the firm. The managers utilize this amazing strategy to identify, to attract, and to retain the
workers in order to improve the firm’s growth rate. This comprises of the system of designation
and administration of the compensation. Comprising of the overtime, base pay and the
differential and inducement pay.
Employment and Labour Law Regulations
Any firm is bound to miss the fundamental employment and labour laws and regulations.
It should view the training and development as investment that benefits it and adds value to it by
increasing the skill and the motivation of its worker. The advanced technology transforms the
role of the employers and the workers and the way they perform the work. In the system of the
work, there is a high demand of increasing the skills of solving the problems and personal skills.
These interpersonal skills are better rather than the physical power. Through the law, the
program of development of the employees should “build the firm’s agility over the long run” its
system tries to ensure that the organization performs the changes efficiently (Koys, 2013, p. 16).
The emphasis seems to be revitalizing the organization subsequently the dismantle seventy years
of its existence in a legalized manner. Its strategy comprises of the program of development and
training the workers in addition to the management hence the necessary skills for the
organization in the new direction should be observed.
Reference List
Koys, D. (2013).Using the Department of Labor’s O*NET Database in Teaching HRM -. Journal
of Human Resources Education, 7(3/4), 1-21.
Strategic Human Resource Management 3
Caldwell, R (2001) Champions, adapters, consultants and synergists: the new change
agents in HRM, Human Resource Management Journal, 11(3), pp 39–52.
Caldwell, R (2004) Rhetoric, facts and self-fulfilling prophesies: exploring practitioners’
perceptions of progress in implementing HRM, Industrial Relations Journal,
35(3), pp 196–215.
Mees, A. and Bonham, J. (2004). Corporate Social Responsibility Belongs with HR. Canadian
HR Reporter, pp. 11 – 13, April 5, 2004.
