As stated in Lecture 1, the effectiveness of human capital serves as the foundation of every organization regardless of its mission or size. Thus, it is important to know that management of human resource is an essential function to guarantee success of an organization.
The Torrington et al text/chapters used in this lecture talks about the strategic human resources management and provides a good reference as to what it is, the principle behind it, best practices, and others. Definition According to the text ‘management of human resources,’ popularly known as human resources management, has many definitions.For one thing, it is the application of accumulated knowledge involving management activities that is centered in the administration. This requires support from the people involved, from the top to the bottom.
While much of the management process is done by administrative personnel, those that are being managed must also cooperate in order for the strategy to effectively work. A much simpler definition of human resources management is that it is the modern term for personnel management that has more refined approach that is different from the one used in personnel management. PhilosophyTorrington et al also talked about the philosophy behind HRM. The one being emphasized in the text is that it is when employers and employees agreed on a relationship in order to achieve a common goal. Mindful of the agreed set of objectives, employers and employees must work hand in hand at all times.
Best Practices The Torrington et al text also includes some of the best practices that a manager or administrator can use in order to have an effective strategic human resources management. Knowledge of these practices is important to deliver the best fit solution for the particular needs of the business.For one thing, best practices are also matched with several other well-defined determinants. This includes factors that affect the lives of both employers and employees.
Some of the factors that were cited in the Torrington et al text are environmental and global factors that are increasingly affecting the world of business nowadays. Theoretical Perspectives/Approaches In general, three main types of theoretical approaches, each equipped with a complete set of instructions though still are interrelated, exist to be used with the strategic HRM. These are: Universalist, Fit or Contingency, and the Resource-based approach.The Universalist approach strives on the idea that there is only one best way to manage human resources and entertains at the center of organizational strategy. The second approach which is the Fit or Contingency approach deals with the alignment of employment policy and practice with the adopted business strategy requirements.
This helps ensure the success of the business and drives the HR function that is previously synchronized with the business ideals. The third approach, the Resource-based approach, focuses on the idea that human resources is in the heart of the business but is less concerned with the business strategy itself.Torrington provides an extensive discussion on this matter that is easy to understand. Even though these are theoretical views, they have contributed much to the success or failures of many businesses particularly guidelines in making assessments to come up with a better HRM strategy. The Environment Strategic HRM makes use of the knowledge of the environment engulfing the business and within the business. Knowing what type(s) of environments the business operates inside out is vital to developing a strategic plan because they provide patterns that are very useful for the organization’s purpose.
The Future of Human Resource Needs The book also tries to predict the future of human resource needs by analyzing current trends. Behavioral patterns are important in the forecasting process, not just in business organizations but in all types of organizations where strategic human resources management can be adopted. Torrington et al also suggests simple techniques that can be used to draw relationship patterns. Managers can use these techniques to determine which training or development strategy will be used to enhance employer skills, as well as provide solutions to employer-employee relationship issues.
