The integration of strategy and the human resource management

The responsibilities of a human resource manager fall into three major areas: Essentially, the purpose of HRM is to maximize the productivity of an organization by optimizing the effectiveness of its employees. This mandate is unlikely to change in any fundamental way, despite the ever-increasing pace of change in the business world. Gubman observed in the Journal of Business Strategy, "the basic mission of human resources will always be to acquire, develop, and retain talent; align the workforce with the business; and be an excellent contributor to the business.

The integration of strategy and the human resource management

Consideration is then given to its aims and characteristics. The chapter concludes with a review of reservations about HRM and the relationship between HRM and personnel management. He suggests four aspects that constitute the meaningful version of HRM: They further explained that there is a human resource cycle an adaptation of which is illustrated in Figure 1.

This framework is based on the belief that the problems of historical personnel management can only be solved: Without either a central philosophy or a strategic vision — which can be provided only by general managers — HRM is likely to remain a set of independent activities, each guided by its own practice tradition.

These pressures have created a need for: They were the first to underline the HRM tenet that it belongs to line managers. They also stated that: The Harvard school suggested that HRM had two characteristic features: The Harvard framework as modelled by Beer et al is shown in Figure 1.

According to Boxall the advantages of this model are that it: As Ulrich and Lake remark: Extensive research see Chapter 4 has shown that such practices can make a significant impact on firm performance.

More specifically, HR strategies can be concerned with the development of continuous improvement and customer relations policies.

A Smarter Way to Study....short presentations, real results

Human capital the human capital of an organization consists of the people who work there and on whom the success of the business depends. Human capital has been defined by Bontis et al as follows: The human elements of the organization are those that are capable of learning, changing, innovating and providing the creative thrust which if properly motivated can ensure the long-term survival of the organization.

HRM aims to ensure that the organization obtains and retains the skilled, committed and well-motivated workforce it needs. This means taking steps to assess and satisfy future people needs and to enhance and develop the inherent capacities of people — their contributions, potential and employability — by providing learning and continuous development opportunities.


It also means engaging in talent management — the process of acquiring and nurturing talent, wherever it is and wherever it is needed, by using a number of interdependent HRM policies and practices in the fields of resourcing, learning and development, performance management and succession planning.

HRM aims to support the development of firm-specific knowledge and skills that are the result of organizational learning processes. Reward management HRM aims to enhance motivation, job engagement and commitment by introducing policies and processes that ensure that people are valued and rewarded for what they do and achieve, and for the levels of skill and competence they reach.

Employee relations The aim is to create a climate in which productive and harmonious relationships can be maintained through partnerships between management and employees and their trade unions. Meet diverse needs HRM aims to develop and implement policies that balance and adapt to the needs of its stakeholders and provide for the management of a diverse workforce, taking into account individual and group differences in employment, personal needs, work style and aspirations, and the provision of equal opportunities for all.

Rhetoric and reality The research conducted by Gratton et al found that there was generally a wide gap between the sort of rhetoric expressed above and reality.

This arises because of contextual and process problems: There are many models, and practices within different organizations are diverse, often only corresponding to the conceptual version of HRM in a few respects.

Hendry and Pettigrew play down the prescriptive element of the HRM model and extend the analytical elements.HRM vs.

The integration of strategy and the human resource management

Personnel Management. Human resource strategy is an elaborate and systematic plan of action developed by a human resource department. This definition tells us that an HR strategy includes detailed pathways to .

Study on Strategic Integration of Human Resource Management - Free download as Word Doc .doc /.docx), PDF File .pdf), Text File .txt) or read online for free. The first pillar of the strategic HRM model - strategic integration of HRM - refers to the organisation's ability to integrate HRM into its strategic plans (vertical integration) and to ensure that the .

Project management strategy research has focused on the effects of structure and planning operations (such as budgets, date completion and quality) on project success. Human Resources Management (HRM) has a very important facilitative and strategic role in organizational success.

Several financial and non-financial performance measures of an organization are positively related to its levels of HRM Strategic Integration (HRMSI).

The experiences of the US Navy provide another example of the integration of strategy and human resource management. As a result of its linkage of strategic planning with human resource management, the Navy was able to pursue a proactive strategy that provided lower labor costs. Global Journal of Human Resource Management Vol No.

2, pp.

The integration of strategy and the human resource management

, March Published by European Centre for Research Training and Development UK (

Vertical and Horizontal Integration in Strategic Management | MBA Crystal Ball