(PDF) The Different Models Of Strategic HRM | Dr. Oday Alnabhan

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Download Free PDFThe Different Models of Strategic HRMOday Alnabhan

2006, Master Research Paper, Anglia Ruskin University

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Abstract

This paper explores the strategic transformation of Human Resource Management (HRM) from a traditional administrative function into a core contributor to organizational success. It presents and evaluates various models of Strategic HRM (SHRM), emphasizing their role in aligning HR policies with broader business strategies. Drawing on influential theories and frameworks from Mintzberg, Schuler & Jackson, and Kaplan & Norton, the paper investigates how organizational structure, environment, and leadership affect the integration of HR into strategic decision-making. Key SHRM models—such as the behavioral perspective, contingency theory, and the Balanced Scorecard—are analyzed in terms of their capacity to foster innovation, cost-efficiency, and workforce engagement. Through case examples and theoretical discussion, the paper demonstrates that strategic HR practices, when well-implemented, can drive sustainable competitive advantage by enhancing employee capabilities, motivation, and alignment with corporate goals. It concludes that for HR to fulfill its strategic potential, organizations must embed HR metrics into performance planning and adopt change-oriented leadership.

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Key takeaways

AI

1. Strategic HRM transforms HR from administrative to a core driver of organizational success.
2. SHRM aligns HR policies with business strategies to foster innovation and engagement.
3. Key models include Balanced Scorecard, contingency theory, and behavioral perspective.
4. Effective HR practices can directly improve organizational performance and employee motivation.
5. HRM must integrate metrics for performance planning and adopt change-oriented leadership.

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References (24)

1. Structure in Fives: Designing Effective Organizations, Henry Mintzberg
2. Robbins, S. (1990), Organization Theory: Structure, Design and Applications, 3rd ed., Prentice-Hall, Englewood Cliffs, NJ.
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17. Julia M. Christensen Hughes (2001) HRM and universalism: is there one best way? International Journal of Contemporary Hospitality Management Volume 14 Number 5 2002 pp. 221-228 Copyright MCB UP Ltd ISSN 0959-6119
18. Alan Price (2006) "HR and that elusive strategic role" Available at http://www.hrmguide.co.uk/strategic_hrm/elusive-strategy.htm Accessed on 18/03/2006.
19. Boxall Peter and John Purcell (2003) Strategy and Human Resource Management, Palgrave Macmillan, New York
20. Jensen Edward (2003) "The New Face of HR" Available at:
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22. Jamroq, J.J. and Overhot, M.H. (2004) 'Building a Strategic HR Function: Continuing the Evolution'. HR. Human Resource Planning, Vol.7, Iss 1. Pp51- 63.
23. Robert S. Kaplan and David P. Norton (2000) "The Strategy-Focused Organization" Harvard Business School Press; ISBN: 1578512506
24. Sullivan John (2005) "Clarifying the strategic role of HR" Available at www. drjohnsullivan.com, Accessed on 18/03/06.

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FAQs

AI

How does effective HRM impact organizational performance?add

The research indicates that effective HR practices can enhance bottom-line performance, with specific improvements linked to a 20% increase in employee productivity as reported by Schuler & Jackson (1987). Companies integrating HRM with overall strategy report better customer satisfaction and compliance outcomes.

What distinguishes strategic HRM from traditional personnel management?add

Strategic HRM differs by prioritizing long-term corporate goals and integrating human resource management into business strategies, which enhances employee performance and commitment. This shift reflects a movement from individualistic to collective approaches in managing employee relations.

What are the implications of organizational structure on HRM effectiveness?add

Different structures, such as machine bureaucracies or adhocracies, require tailored HRM strategies; for instance, agile environments need less formal processes and greater flexibility. In contrast, machine bureaucracies demand more standardized HRM practices to ensure control and compliance.

How does the contingency theory apply to strategic HRM?add

The contingency theory posits that HRM practices must align with specific business strategies to enhance performance; for example, a cost-reduction strategy necessitates rigorous employee performance controls. This tailored approach helps organizations respond to their unique operational environments.

What role does the Balanced Scorecard play in strategic HRM?add

The Balanced Scorecard serves as an essential framework for aligning HRM with organizational strategy by tracking performance across financial and non-financial measures, leading to enhanced operational efficiency. Its comprehensive approach facilitates monitoring of employee performance and customer satisfaction.

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The study focuses on aligning strategic human resource management to business strategy in an organization; issues and challenges. It could be said that the development of operational linkages is what strategic human resource management sort to accomplish. Strategic integration is necessary to provide congruence between business and human resource strategies so that the latter supports the accomplishment of the former and indeed helps to define it. The objectives of the study are to ascertain the issues arising in aligning strategic human resources management to business strategy in an organization and to determine challenges faced by organizations towards linking strategic human resource management to business strategy. The study utilizes secondary sources especially from journals and books/documentaries. The study reviews that HRM needs to partner with business strategy in order to identify what the customer needs and to design people and organizational solutions that help the business satisfy those customers needs. The study however recommends that HR professionals and business strategists should grapple with many variables that affect the organizations ability to attain its strategic objectives through developing quantitative and qualitative approaches to efficiently and effectively retain human capital.

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