Armstrong ( 2010) defined Strategic Human Resource Management (SHRM) as “an approach to making decisions on the intentions and plans of the organisation in the shape of the policies, programmes and practices concerning the employment relationship, resourcing, learning and development, performance management , rewards and employee relationships,” ( p. 115). There is a paradigm shift from a functional role to a tactical one through the strategic management process. SHRM is very important to the effectiveness of my learning organisation because it ensures that the needs of the learning community are met and provides the opportunity for instructional leaders to “add value to the learning community” (Introduction to Human Resource Management, 2012, p.6) while achieving the goals and objectives of the institution.
Jules and Holzer (2001) noted that Strategic Human Resource Management enhances employee productivity and the ability of government agencies to achieve their mission. One can conclude that it is the same for learning institutions as SHRM focuses on the issues and goals of the organisation and strive to implement plans collectively to achieve those goals. In contrast to traditional Human resource management, SHRM focuses on improving the effectiveness of the entire learning community and helps to improve the organisations by creating and implementing plans that will continuously raise the competencies and capabilities of the members of an organization for the overall achievement of the organization (Ulrich 1997).
In education, human resource planning serves as a link between human resource management and the overall strategic plan of the sector (Human Resource Planning, 2012, p.17). According to Beardwell & Holden (1997) “if an organization fails to plan and direct human resources in the right areas of the business, at the right time and at the right cost, serious inefficiencies are likely to arise creating considerably operational difficulties and likely business failure”. Hyde ( 2004) furthers suggested that “Organisations that have a clear direction are always more effective: those members of staff will be more result oriented rather than just working for the sake of it,” ( p,32.).
Furthermore, SHRM ensures there is a greater focus on the vision and mission of the organisation. Dessler (2005) stressed that management experts use the term “vision and mission” to help define current and future business. Dessler (2005) defined vision as “the intended direction” and mission spells out “who the organisation is, what it does and where it is headed” (p.78). This is important to my organisation effectiveness as noted by Lezotte (1991) who proposed that in effective schools “there is a clear articulated school mission through which the staff shares an understanding of and commitment to instructional goals, priorities, assessment procedures, and accountability” (p. 6).
In order to realise vision and mission it is...