An Elaboration on Strategic Human Resource Management Planning

Danial Pourhashemi

Abstract


The definition of the Strategic Human Resources Management is not consistent; it is not the business term that has a stable meaning. It is about the emphasis of the need for the urgent change that will impact the wider organization. They announce the dramatic reshuffling of the management style and new critical business vision, goals, and targets. They usually require employees and managers to become fully accountable for the achievements; they need to introduce a new corporate culture that will value top performers. Most leaders speak about the strategic management at the moment of the dramatic shift and change in the organization. This is the moment when the Strategic Human Resources Management comes to play its important role. Competitive pressures have increased the strategic value of a skilled, motivated and adaptable workforce, and the HRM strategies to support and develop it. A strategic perspective of HRM requires the firm to identify and adopt human capital initiatives likely to enhance competitiveness and shareholder value. A key question considered here is the extent to which multinational firms adapt internally consistent human resource strategies across national boundaries to address these issues. Case-study data on how eight multinational firms in Singapore apply strategic approaches to human resource management are presented. Findings show that while some adaptation considering local context occurs, the diffusion of headquarters and centrally initiated, but competitively differentiated strategies across cultural boundaries, is significant. Effective human resource strategies were understood as ‘configurational’, integrated both vertically and horizontally.


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DOI: http://dx.doi.org/10.1000/ijsmr.v1i6.149

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