Introduction in Human Resource Management
Modern world is characterized by competitive and global markets and economies; therefore it is too difficult to maintain a competitive advantage and to become a leader in a certain sphere. It is a matter of fact that the number of companies, firms and organization is significantly growing in global world and human resources are therefore considered to be the source of competitive advantage. It is possible to obtain distinctive competencies only be means of highly professional and developed skills of employees, managerial processes and proper organizational structure.
It is known that competitive advantage can be gained through high quality and professionalism of workforces who give the opportunity to the companies to be competitive in the world economies, to supply qualified goods and services, to differentiate production and to implement innovative technologies (Chiavenato 2001). Human resource management (HRM) is the consolidation of human resources with strategic objectives and goals. Its aim is to improve business performance and to work out such organizational structure which will assist flexibility and innovation in future perspectives.
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The human resource strategy means special training of human resources with the aim to perform company’s plans and to assists achieving its objectives and goals (Grieves & Hanafin 2005). HRM is able to play a role of environmental scanning. It means it can identify, detect and analyze not only internal, but also external opportunities and threats which can lead to company’s failure. Therefore HRM is told to be unique opportunity t provide the company with competitive intelligent employees who will be really necessary and useful in the process of strategic planning.
Human resources also take part in the process of strategy choosing as far as they supply information needed to identify internal strong and weak points of the company. Strong and weak points of human resources can be determining in choosing strategic options of the company (Beardwell 2004). Human resource managers become nowadays even strategic partners in company’s operations and they play prospective roles whereas earlier they were only passive administrators whose aim was to react to the requirements of other company’s functions.
Due to globalization the situation has significantly changed. Human resource managers have to understand how to limit the monetary impact of their actions taken. They have to be able to demonstrate additional success of their functions. Human resource managers become strategic partners only when they take part in the process of strategy formulation, when they have the right to ask questions how to set the strategy in motion and when they design such work of human resources which will support and assist the chosen business strategy.
In such a way the goal of HRM is to increases capacity and power of the company to achieve its objectives (Hailey et al. 2005). The task of human resource manager is to translate the chosen strategy into the priorities of human resources. Human resource managers have to choose such practices of human resources which make the strategy real and achievable. Human resource planning considers both demand for and supply of human resources relative to an organization’s strategic plan.
Such planning relies on job analysis and resulting job descriptions and job specifications. In conclusion of it is necessary to say that strategic HRM has to consider both internal and external requirement, such as consistency and business strategy in order to gain the superior work of organization. (Heating & Thompson 2005).
References Beardwell, I. , Holden, L. & Claydon, T. 2004, Human Resource Management: Contemporary Approach (4th ed. ), London: Prentice Hall. Chiavenato, Idalberto. 2001.
“Advances and Challenges in Human Resource Management in the New Millennium”. Public Personnel Management, vol. 30, pp. 17-25. Grieves, J. & and Hanafin. P. 2005, “Human Resource Management: the Achilles Heel of School Governance”, Employee Relations, vol. 27, no. 1, pp. 20-46. Hailey et. al. 2005, “The HR Dept’s Role in Organizational Performance”, Human Resource Management Journal, vol. 15, no. 3, pp. 49-66. Keating, M. & and Thompson, K. 2004, “International HRM: Overcoming Disciplinary Sectarianism”, Employee Relations, vol. 26, no. 6, p. 595.