In an era of globalisation, organisations have to face a business environment which involves quick responses to change, such as new laws or social trends, so that they do not expire or become obsolete. It is evident that only people, and not machines, are able to anticipate these changes and formulate an adequate strategy. Therefore, Human Resource Management is more than ever a key factor of success for organisations. Since the 1980s, the strategic role of Human Resource Management in the organisation, has taken a considerable place in our society. From this period, "some researchers have begun to use the new term "strategic human resource management" to additionally emphasize the importance of a strategic orientation of the personnel function" . Nevertheless, there is confusion over the differentiation between human resource management and strategic human resource management. Indeed, the large literature rarely distinguishes between human resource management and strategic human resource management. However, there really exist differences between both processes. It has also justified the role of Strategic Human Resource Management. To answer to this question, it will initially be advisable to define suitably and precisely "Strategic Human Resource Management" and elaborate its aims. Then, the second part will explain and describe the different approaches of Strategic Human Resource Management, which include: the best-fit approach, the configurational approach, the resource-based view and the best-practise approach.
[...] These approaches of strategic human resource management are varied and none of these approaches propose a miracle solution to the company. It is thus important for the enterprises to ‘coexist' these diverse approaches within the organization, to maximise the performances of the company as well as possible. Bibliography Books M. Armstrong, Strategic Human Resource Management A Guide to Action, Kogan Page J. Beardwell and T. Claydon, Human Resource Management A Contemporary Approach, Pearson Education R. Pieper, Human Resource Management: An International Comparison Walter de Gruyter. [...]
[...] The best practise approach The best practise approach emphasizes relationships between sets of good Human Resource practices and organisational performance, mostly defined in terms of employee commitment and satisfaction”[12]. This approach means the utilisation of human resource practises that would enhance organisational performance, thanks to the improvement of employee's attitudes and behaviours and higher levels of skills, for example. Besides, there are different forms for these sets of best practices: a universal set of practices that would enhance the performance of all organisations or integrate the practices to the specific business context[13]. [...]
[...] In the fit model, people are very important to realise the business strategy, and the human resource strategy is conceived to fit in the requirements of the organisation's business strategy. In the other degree, the dialogue model recognises the need for communication and debates. In the Holistic model, there is a close involvement between the organisational and Human Resource strategies. The last model, the Human Resource driven model, places Human Resource strategy in the prime position[6]. Vertical integration forms an integral part of the first approach of Strategic Human Resource Management: the best-fit approach. [...]
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