Strategic Human Resource Management (Shrm) Essay

Pages: 11 (3097 words)  ·  Bibliography Sources: 8  ·  File: .docx  ·  Level: College Senior  ·  Topic: Business - Management

SAMPLE EXCERPT . . .
Managers given the HRM mandate to contribute in making strategic decisions are expected to have a familiar compliance to the legal environment (Pynes, 2009, pg 56).

The utmost purpose of an external legal environment is essential in an organization's human resource management as well to its practitioners. It is vital fro an organization to comprehend laws that regulate a corporation's human resource management actions. Managers given the HRM mandate to contribute in making strategic decisions are expected to have a familiar compliance to the legal environment and associate the experience to their professional expertise (Storey, 2009, pg 71).

Legal circumstances are perceived as a foundation on external environmental subsystems and should be directed towards comparative sectors of business such as HR. A firm is necessitated to have appropriate and legal super-structures, rules and regulations used in regulating the organizational culture and decisions made. Lawful procedures put in place have evolved and changed societal propensities in enforcing efficient conduction of strategic human resource management (Florkowski and Nath, 2000, pg 305). Legal encumbers and accommodates human resource operations that diversify the compliances in achieving implementation of SHRM.

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Awareness in legal environment of HRM influences the conduction of operations at human resource operations such as decision-making, diffusing business functions. More so, cross-cultural differences in the firm are also differentiated in firm to insure less discriminatory incidences. Legal authorization in work places has importantly impacted by increasing respected operations by fellow workmates. Similarly, legal environment reduces litigation risks, and marginalizes the necessary boundaries that define rules and regulations in the respective firms. However, most HR researchers have had difficulties in efficiently comprehending the requirements to be met by a firm's legal environment.

Essay on Strategic Human Resource Management (Shrm) Assignment

Legal environment show-cases the importance of all gender in acquiring different positions in firm and more so, on HRM. In recent cases presented for gender inequality, women have been misrepresented in business entities. They have been offered less viable positions that incidentally have less accountability. In SHRM, they are clustered as a weaker species that cannot succumb to HRM risks and criticisms (Northouse, 2009, pg 309). There is also a general notion that women are less educated as compared to men, and that they cannot put up with managerial positions such as those of HRM. They are also offered less training and work opportunities, prejudicing them as leaders. An understanding to legal frameworks in firms especially in HRM opportunities defines the working relationship that a firm should exhibit (Northouse, 2009, pg 309).

a) Concepts and Issues

The law encompasses rules and regulations guiding an organization's operations. Understanding the role of law in human resource management conceptualizes critical aspects of law; the law itself, hard law and soft law (Storey, 2009, pg 72). The first aspect relates to the fact that laws are enforceable in external authority in an organization. The hard laws are legalities implicated to an organization from association with the government. This is inclusive of constitutions, judicial laws, authoritative regulations and statutes. They dictate how operations should be carried out. Contrastingly, soft laws provide unbinding constrictions towards the behavioral characteristics of an organization. The soft rules include the codes of conducts, charters and social declarations. Organizations exercising HR have a choice in abiding in the soft legalities. Nevertheless, the latter rules do not vividly guide the HR team in dealing with external pressures foreseeing a firm's operations.

HR teams have an obligation in ensuring that a firm maintains its legal environment. The teams are necessitated to have keen interest in normative laws and hard laws. Under several circumstances, the team is subjected to complying with standardized soft laws that result to effective societal reactions.

Application of theories to SHRM

There are two major theories that relate to human resource management. These are the X and Y theories. They were proposed by Douglas McGregor to oversee the behavior of workers in an organization in the 1960s.

a) Theory X

Theory X was a theory that was designed to oversee human attributes that avoided work. The theory uses the notion of command-and-control. It shows that most employees do not have the self-driven attitude when doing their work. They have to be ordered or given instruction in order to partake certain duties. This can be attributed to many reasons. It may be because of low wages or poor working facilities that make the employee less passionate about work. Lack of motivation for workers lowers their morale thus making them have lazy or negative attributes towards work. It is difficult for an organization to attain its goals with this kind of operation. Discriminations can be related to this theory. It causes lack of focus and wrangles among employees thus making the working environment not conducive for self-driven attitude towards work.

b) Theory Y

This theory is the contrast of the X theory. It assumes that people can exercise self-control and self-direction so as to achieve the organizational objectives. Unlike the X theory, the Y theory employs a lot of discipline in the road to achieving desired goals. It eases the work of the management teams as it is based on team work and self-governance towards a common desired goal. Modern organizations prefer using this theory as it is easy to adapt to change due to its flexibility. Its disadvantage is that it requires a lot of input. For an employee to be self-motivated, he or she has to benefit fully from his or her work. This theory requires professionals who are well paid. It also requires strict personnel so as to recruit potential workers.

c) Application

Human resource management practice in the firm's is propelled by proper understanding in the theories and practice. Implementation of the SHRM in organizations is fundamental. Implementation of strategic plans in HRM is theoretically attempts in defining and comprehending the organizational structure, culture and operations. It is evidently proven that the HR teams assist a firm in managing its assets through application of the theories proposed around the use and implementation of SHRM.

Options from theories are realistically applied by the HR teams in conducting operations in the organization. The theoretical perspectives assists firms in managing unexpected uncertainties associated with the firm's investments in business. This is achieved through the use of HR options that are the foundations of generating capabilities of strategic human resource practices (Bhattacharya and Wright, 2004, pg 3). HR practices amount to a more organized firm performance that drives efficiently the general management of the firm. In accordance to the resource-based theory, HR practices in firms have reduced costs incurred through other techniques of addressing human capitalism. Most organizations implementing the SHRM consequentially contribute to low functional costs as well as implicating positively to an organization's devour in strategizing human capital as an asset (Bhattacharya and Wright, 2004, pg 5).

The dual theory (X and Y) of human resource management impacts on the business operations of an organization. High-profiled involvement of the HR teams to business operations has increased the market and firm value, high return rates on capital, a high growth rate of the revenue growth, organizational survival in the respective industry, improves servie quality and products to clienteles, and increased productivity levels (Lewin 2004). HR options and practices to an organization provide leverage to the business performance. SHRM practices leverage on business operations through two segments; the core and periphery. The HR workforce behind the core segment has their positions in full time and all its associated benefits, whilst the periphery consists of part-timers. This core-periphery characteristic in the workforce entity is the basis of the dual theory of HRM and related business ventures of a firm. This is evidently supported by the notion of employee coverage and business performance. In most organizations, the peripheral involvement of an organization's staff is quite lower as compared to the core sector. This is due to the extracted expenditures and outputs from both segments. The core workforce produces the accounts and investment intentions of an organization. These practices increase the general value of the business ventures of the firm, which is the key factor behind the establishment of the HR departments. Contrastingly, the peripheral side oversees the expenses of business operations. This seeks to contain or reduce value of business, under which different HRM teams are re-established to deal with the differing situation. High involvement human resource management (HIHRM) teams are put in place for the core workforce while the low involvement is placed for the peripheral (LIHRM).

Conclusion

In conclusion, strategic human resource management in organizations has demonstrated effective audits and performance improvements. However, the development of strategic human resources management has been a constraining development in managing finances and addressing organizational gaps in firms. The implementation of the program has counter-balanced the manifestation of human capital in the firms. Similarly, SHRM has demonstrated fundamental processes in improving productivity, participation of all firm stakeholders, competition and motivation in the workforce. From this analyzed context, a firm's ability in addressing its HR options,… [END OF PREVIEW] . . . READ MORE

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