Changing Face of Human Resource Management: A Strategic Partner in Business

Abstract

Various approaches and models of strategic human resource management have been developed within the framework of strategic HRM. Like many theories of organization, none are complete. Rather being right or wrong each approach points to different aspect of the process needed to develop effective strategic human resource functions. The issue of fitting HR practices to business strategy has become increasingly relevant over few years. Therefore, in the present study we have made efforts to highlight various issues that are relevant to the strategic HRM in the changing scenario of business environment. The present paper has been divided into six parts. In the first and second part, the changes occurring in the business environment and its implications for human resource functionaries have been discussed respectively. In the third part we have highlighted the changing role of human resource management. In the fourth part the historical background of strategic human resource management, its role in addressing the challenges of changing business scenario and determinants of strategic fit have been presented. In the fifth part the relationship of strategic human resource management and business performance has been reviewed and at last conclusions have been drawn that what needs to be done on the part of the HR functionaries and the organization itself to enhance the strategic fit between the various HR practices and the overall organizational strategic plan.

Impact Of Globalisation on Formal, Motivational And Strategic HRM Practices: AN Empirical Evidence From India

“…However, there is no consensus among scholars on the real impact of globalisation [22]. Globalisation is a non-stop economic process [23]and influences organisations and countries which compete for each other to competitive advantage [24]. Vladimir Pucik claimed that no firms, irrespective of size, industry and country, remain untouched from the influence of globalisation [25].…”

Labor markets: preventing rivalry and myopia through HRM

“…HR decisions can be a valuable resource for companies and have an important influence on organizational culture, capabilities, and performance (Boselie et al, 2005;Saá-Pérez and Garcia-Falcon, 2002) through human and social capital (Wright et al, 2001). In fact, research has shown that the greatest benefits occur when HR is a strategic business partner and plays an active role in developing and implementing business strategies (Bahuguna et al, 2009;Lawler and Mohrman, 2003), including the alignment of processes, competencies, and skills, helping to attain long-term strategies and goals. (Treen, 2000).…”

Relation between Knowledge Management and Turnover in Slovenian Micro and Small Start-Up Organisations

“…McElroy (2003) points out that the process of knowledge formation includes individual and group learning, the definition of which knowledge is necessary and information gathering. We can sum up that the purpose of KM is the creation, accumulation and transformation of individual knowledge into organisational knowledge, which is used in business processes (Thierauf and Hoctor, 2006;Fuentes et al, 2007;Armstrong, 2009). Armstrong (2009) defines turnover in connection with employee satisfaction in the workplace and the sense of belonging to the organisation.…”

“…We can sum up that the purpose of KM is the creation, accumulation and transformation of individual knowledge into organisational knowledge, which is used in business processes (Thierauf and Hoctor, 2006;Fuentes et al, 2007;Armstrong, 2009). Armstrong (2009) defines turnover in connection with employee satisfaction in the workplace and the sense of belonging to the organisation. In general, it can be understood as the final (permanent) departure of employees from the organisation.…”