Essay Writing Service http://StudyHub.vip/Assignment-On-Human-Resources 👈

1. Name: Mustapha Abba Kyari
Reg. No.: BU/15A/BS/1544
Dept.: Business Management
Faculty: Management Sciences
Course: Business Policy II
Assignment Topic: Discuss all the elements of
strategic Human Resource
management
Why is human resource
management vertical in
organizational success

2. 2
INTRODUCTION
Greek word ‘strategos’ – generalship – the actual direction of military force as distinct from the
policy governing it’s deployment. Literally therefore, the word strategy means the art of the
general, but in business parlance, no definite meaning attached to strategy. Strategic human
resource management (strategic HRM) defines how the organization’s goals will be achieved
through people by means of HR strategies and integrated HR policies and practices.
A strategy could be:
A plan or course of action or a set of decision rule making pattern or creating a common thread.
The pattern or common threat related to the organization activities which are derived from the
policies, objectives and goals.
FUNCTIONAL STRATEGY AREAS
In business organizations, the identified functional strategy areas are:
 Human Resource Management
 Operations
 Production
 Finance
 Research and Development
 Marketing
STRATEGIC HUMAN RESOURCE MANAGEMENT
Human Resource Management known as personnel management deals with formal systems for
managing people at work. For that reason, it is one of the fundamental aspects of organizational
and managerial life.
Your first formal interaction with an organization you wish to join will likely involve some
aspect of its human resource function; and throughout your career as a manager you will be part
of, as well as be affected by your organization’s human resource management. Firms can create a
competitive advantage when they possess or develop resources that are:

3. 3
 Valuable
 Rare
 Inimitable
 Organized
THE STRATEGIC IMPART OF HUMAN RESOURCES:
Create Value
People can create value through their efforts to decrease costs or provide something unique to
customers or some combination of the two
Empowerment programmes total quality initiatives and continuous improvement efforts such as
Corning and Xerox are intentionally designed to increase the value that employees bring to the
bottom line.
Is Rare
People are a source of competitive advantage which their skills, knowledge and abilities are not
equally available to all competition. Top companies invest a lot to hire and train the best and the
brightest employees to gain advantage over their competitors.
Dow Chemical went to court to stop General Electric from hiring away its engineers. This case
shows that some companies recognize both the value and rareness of certain employees.
It Is Difficult To Imitate
People are a source of competitive advantage when their capabilities and contribution cannot be
copied by others.
It Is Organized
People are a source of competitive advantage when their talents can be combined and deployed
rapidly to work on new assignment on a moments’ notice. Team work and cooperation are two
pervasive methods for ensuring an organized workforce.
The above four criteria highlight the importance of people and show the closeness of Human
Resources Manager to strategic management.

4. 4
 Competition in intensifying
 Rising educational standards and access to technology are increasingly available world-
wide
Innovation – useful new ideas that emerge from the focused creativity of organization members
has become ever more critical to gaining and maintaining competitive advantage. Because
employee skills, knowledge and ability are among the most distinctive and renewable resources
on which a company can draw, their strategic management is more important than ever.
Increasingly, organizations are recognizing that success depends on what people know, that is
their knowledge and skills. The human capital or more broadly intellectual capital often is used
today to describe the strategic value of employee knowledge and abilities. As executives have
come to appreciate that employees can be their organization’s most important resources, human
resources managers have pledged a greater role in contributing to the organization’s strategic
planning, that means that human resources (HR) specialists are challenged to know their
organization’s business and line managers are challenged to excel at selecting and motivating the
best people.
As contributor’s strategy, Human Resource managers also face greater ethical challenges. When
they were merely a specialized staff function, they could focus on, say, legal requirements for
hiring decisions, but strategy decisions require them to be able to quick decision about staffing,
training and other human resource matters to the organization’s business success.
For example, as members of the top management team, human resource manager will be faced
with the need for drastic downsizing of the workforce while still retaining top executives
through salaries or bonuses or they may fail to aggressively in investigate and challenge corrupt
practices of colleague. In the long-run, however, organizations are best served when human
resource leaders are a strong advocate for at least four set of values: strategic, ethical, legal and
financial
Managing human capital to sustain a competitive advantage to perhaps the most important part
of an organization’s human resource function. But on a day-to-day basis human resource
managers also have many other concerns regarding their workers and entire personnel puzzle.

5. 5
These concerns include:
 attracting talent
 Maintaining a well-trained, highly motivated and loyal workforce
 Managing diversity
 Devising effective compensation systems
 Managing layoffs and;
 Containing healthcare and pension costs.
The Nuts and Bolts of HRM
 Strategic Human resource management
 The HR Planning Process
Staffing and Organisation
 Recruitment
 Selection
 Workforce reduction
Developing the workforce
 Training and Development
Performance Appraisal
 What do you appraise
 Who should do the appraisal
 How do you give employees feedback
Designing Reward system
 Pay decision
 Incentive systems and variable pay
 Executive pay and stock options
 Employee benefits
 Legal issues in compensation and benefits
 Health and safety

6. 6
Labour Relation
 Labour laws
 Unionization
 Collective bargaining
 What does the future hold
The Human Resource Planning Process occurs in three stages
 Planning
 Programming and
 Evaluation
Human Resource Managers need to know the organization’s business plans to ensure that the
right member and types of people are available where the company is headed in what business it
plan to be, what future growth is expected and so forth:
Few actions are more developing to more than having to lay off recently hired college graduates
because of inadequate planning for the future needs.
The Organization conducts programming of specific human resource activities, such as
recommitment, training and layoffs.
 The Company’s plans are implemented
 Human Resource activities are evaluated to determine whether they are producing the
results needed to contribute to the organization’s business plans.
WHY IS HUMAN RESOURCE MANAGEMENT VERTICAL IN ORGANIZATIONAL
SUCCESS
Human resource management is vertical in organization because Strategies operate at different
levels and there has to be congruence and coordination among these strategies and such
congruence is the vertical fit.

7. 7
Conclusion:
Strategic Human Resource Management (SHRM) has been, and remains, one of the most
powerful and influential ideas to have emerged in the field of business and management. Policy
makers at government and private levels have drawn upon the idea in order to promote ‘high
performance workplaces’ and ‘human capital management’. Within business corporations, the
idea that the way in which people are managed could be one of, if not the most crucial factor in
the whole array of competitiveness inducing variables, has become a widely accepted
proposition. Many management consultancy firms – both large and small – have built substantial
businesses by translating the concept into frameworks, methodologies and prescriptions. And,
not least, academics have analysed, at considerable length, the meaning, significance and the
evidence base for the ideas associated with SHRM.

8. 8
The central idea – broadly stated – is that while for much of the industrial age, ‘labour’ was
treated as an unfortunate ‘cost’, it became possible to view it in an entirely different light; as an
‘asset’. Economists and accountants routinely classified labour as one the main ‘variable costs’.
Accordingly, procedures and managerial systems were aligned with this view. Labour was seen
as plentiful and dispensable.
Little thought was given to its recruitment, little investment was made in its development, and
the modes of ‘industrial discipline’ were based on direct command and control mixed
occasionally with the strictures of performance related pay. ‘Hire and fire’ was a common term.
In these circumstances, conflict was expected and industrial relations officers were employed in
order to negotiate ‘temporary truces’ (otherwise known as collective agreements).

9. 9
REFERENCE:
Dr. B.B.A Verr; 2017: Business Policy II ‘Lecture Note,2017’, Baze University, Abuja.