Human Resources (HR) and management circles nowadays have many controversies about Strategic Human Resource Management and many expensive books are on the shelves of bookshelves. But what is the core of the SHRM (Strategic Human Resource Development), what are the most important features and how does it differ from traditional human resource management?

SHRM or Strategic Human Resource Management is a branch of human resource management or HRM. This is a fairly new area of ​​the birth discipline of human resource management. Much of the early or so-called traditional HRM literature has treated the concept of strategy as a superficial rather than a purely working matter, resulting in the whole body screaming. Human-centered HR values ​​and harder business values ​​were a kind of unusual division of the divisions into corporate strategies in fact. HR practitioners felt uncomfortable in the war cabinet as the atmosphere where corporate strategies were formulated. Strategic human resource management can be defined as linking human resources with strategic goals and goals. to improve business performance and to create an organizational culture to promote innovation, flexibility and competitive advantage. In an organization, SHRM means accepting and engaging HR function as a strategic partner in developing and implementing HR strategies through HR activities, including recruiting, selecting, training and rewarding staff.

The SHRM differs from HRM [AzelmúltkétévtizedbenegyrenagyobbfigyelmetfordítottarrahogyaHRfunkciókolyanokmintegyszigetönmagukkallágyabbemberközpontúértékekkelmesszeavalódiüzletivilágkeményvilágátólSajátlétezésénekigazolásáhozaHR-funkciókatszorosabbankapcsoltákösszeavállalatüzletioldalánakstratégiájávalésnapiműködésévelSzámosíróaz1980-asévekvégénkezdettelhangozniazemberekirányításánakstratégiaimegközelítéséhezmintazemberekhagyományosirányításánakvagyaziparikapcsolatokmodelleinekszokásosgyakorlataiAstratégiaihumánerőforrásmanagementcenterpointHabanalongtermobjectivesinHR-programokállnakAhelyetthogyabelsőhumánerőforráskérdésekrekoncentrálnaahangsúlyazokraaproblémákkezeléséreésmegoldásárairányulamelyekhosszútávonésgyakranglobálisanhatnakazemberekirányításiprogramjairaEzértastratégiaihumánerőforrásokelsődlegescéljaazalkalmazottaktermelThemainfeatureskenységéneknöveléseazemberierőforrásokonkívülesőüzletiakadályokösszpontosításávalAstratégiaihumánerőforrás-menedzserelsődlegestevékenységeiazonkulcsfontosságúHRterületekazonosításaaholhosszútávonstratégiákatlehetvégrehajtaniamunkavállalókmotiváltságánakéstermelékenységénekjavításaérdekébenAhumánerőforrás-gazdálkodásésavállalatfelsővezetéseközöttikommunikációlétfontosságúmivelazaktívrészvételnélkülnincsegyüttműködés

The Strategic Human Resource Management

The key features of SHRM

  • There is a clear link between HR policy and practices, as well as the overall organizational strategic goals and the organizational environment
  • There is an organizational scheme that combines individual HR interventions to mutually support
  • dissolution of human resources
  • Human resource management specialists are increasingly faced with issues of employee participation, human resource flow, performance management, reward systems, and highly committed workflows in the context of globalization. Old solutions and recipes working in a local context do not work in an international context. Intercultural cultures play an important role here. These are the key issues HR and senior management engage in SHRM in the first decade of the 21 st century:

    • Internationalization of Market Integration
    • Increased competition, which can not be local or even nationalized through the free market ideology
    • Fast Technology Change
    • New Lines and General Management Concepts
    • and the emerging corporate climate
    • Intercultural Cultures
    • The economic center of gravity between "developed" and "developing" countries

    SHRM also reflects on some of the key challenges of HR management: HR alignment with core business strategy, demographic trends in employment and the labor market, integration of soft skills into HRD and ultimately knowledge management [19659002]

    References

      [19459017] Armstrong, M (eds.) 192a) Human Resource Management Strategies: A Complete Business Approach London: Kogan Page
    1. Beer M and Spector B 1985 (19459011) ] Readings in Human Resource Management New York: Free Press
    2. Boxall, P (1992) Strategic Human Resource Management: The Beginning of New Theoretical Sophistication
    3. Fombrun, CJ, Tichy, N, M and Devanna, MA (1984) Strategic Human Resource Management New York: Wiley
    4. Mintzberg, H, Quinn, JB, Ghoshal, Strategic Process, Prentice Hall
    5. Truss, C and Gratton, L (1994) Strategic Human Resource Management: A Conceptual Approach " International Journal of Human Resource Management, Vol. 5, No.3 [19659024]

      Source by sbobet

Leave a Reply

Your email address will not be published. Required fields are marked *