Shrm Competitive Edge In Managing People

3155 words - 13 pages

TABLE OF CONTENTS1.0 Introduction 11.0 Competitive Edge in Managing People 21.11 Roles and Accountability 21.12 Four Criteria for Competitive Edge 21.13 Gaining Competitive Advantage through People 32.0 The Importance of SHRM 32.1 Strategic Human Resource Management 32.2 Table: Why Human Resource Strategy? 43.0 Achieving Competitive Edge 43.1 The best - fit school of SHRM 53.2 Resource-based view of the firm (RBV) 63.3 Best - Practice SHRM: high - commitment models 73.4 Approaches to Managing People 8Conclusion 111.0 IntroductionThe field of human resource management (HRM) has undergone significant changes in today's turbulent environment. Both the practices and profession of HRM have changed dramatically due to the emergence of new economic paradigm which characterized by massive competition, globalization, innovation and creativity, speed, the advancement of information and technology, short cycle product and quality and also the importance of intangible assets, specifically human resources.Human resources in now seen as new source of organizations' competitive advantage. The importance of human resource department and their roles has become a hotly debated issue. (Source: Ian Beardwell and Len Holden; "Human Resource Management" - A Contemporary Perspective; Second Edition; FINANCIAL TIMES PITMAN PUBLISHING. Pp45-68)Definition of SHRMStrategic human resource management (SHRM) takes these ideas one step further by emphasizing the need for HR plans and strategies to be formulated within the context of overall organizational strategies and objectives, and to be responsive to the changing nature of the organization's external 'environment' (i.e. its competitors, the national arenas). A strong implication of SHRM theory is that HR plans and strategies should be developed on a long-term basis, taking into account likely changes in the society, industrial relations systems, economic conditions, legislation, global and technological issues, as well as new directions in business operations. (Source: ALAN R NANKERVIS; ROBERT L COMPTON; TERENCE E McCARTHY; Strategic Human Resource Management; 3rd Edition; Copyright South - Western Publishing Co; pp 38)1.1Competitive Edge in Managing People1.11 Roles and AccountabilityAccording to Noe et al. (2004), some of responsibilities of HR departments are: analyzing and designing jobs, recruiting and hiring employees, training and developing employees, managing performance, planning and administering pay and benefits, establishing personnel policies and also supporting organizations strategy. HR staffs are accountable for these roles. In other words, they as a source of SHRM & strategic partner, administrative expert, and employees advocate and change agent.Since HR staffs are accountable for the above roles, they must have skills, competencies and knowledge in performing their jobs.1.12 Four Criteria for Competitive EdgeFigure 1. Qualities of desirable resourcesDesirable Resources are:*valuable and scarce:...

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