Human Resource Management (HRM)

Introduction

In strategic perspective, the term Strategic Human Resource Management, brings out the logic of human resource management. For the above to happen, there have to exist a relation that is made with the process of strategies, through which the objectives of a given organization are run. Suppose a given organization is to successfully function, there needs to be a good interrelationship among policies at various levels. Strategy is the key-word and acts as a cornerstone in the perfect and effective management in any company (Cheri, 2008)). Good strategies means good management and vice verse. It entails the development of position group of practices, plans and strategies to enhance achievement of the aims of the organization. It takes into account the suggestion of corporate policies for all systems of Human Resources (HR) in a firm and this is made so by means of translating aims of the company into exact peoples’ management (Werner, 2008). This raises a question whether Strategic Human Resource Management (SHRM) is central to organizations’ strategic management processes, as it deals with people rather than profit’. It also brings out an investigation requirement on the importance and roles of Human Resource Management in a given company.  A research was conducted to confirm the above statement.

Strategic Human Resource Management (SHRM) is an approach to decision making in the organization concerning the people-essential components of the business strategies of the organization. It entails the relationship that exists between Strategic management and Strategic Human Resource Management (SHRM) in the association. It deals with the activities that are HR related and are needed in the support of the aggressive strategies of the firm (Peetz, 2006). Strategic Human Resource Management (SHRM) is mainly cornered with the measures and resolutions that concern employee’s management at all  the levels  in the organization and which are geared towards sustaining and the creation of aggressive merits in the firm(this is according to Miller 1989 and the research that was conducted in PRT company).

Strategic Human Resource Management (SHRM) may contain several meanings as different scholars and practitioners have given out various definitions. According to Otieno 2002 (SHRM) refers to the general direction that association wishes to pursue in obtaining its goals and this is through people. Strategic Human Resource Management (SHRM) can be taken as approach that is concerned with the issues of the people as a fraction of the strategic management desire of organization. It is concerned with the macro-organizational and this concerns linking to, arrangement and ethnicity, the efficiency and outcome of the organization. It links the future needs of the business and how change should be managed. In general and in summary it might mean the use of setting up, marching Human Resource Management (HRM) and the policies. It also concerns considering the people that are ion firm, as a strategic resource for getting aggressive merits.

Research Methodology

The research was carried out in PRT Company. Different methods of data collection were used to verify the research statement. The research was conducted in investigation of how different Human strategies influences organization and whether Strategic Human Resource Management (SHRM) is central to organizations. PRT Company was used. In the research, leadership, culture, strategic plans, communication, and recruitment strategies were investigated in the company. Secondary data was as well used. These were the past records of the company. The research method was interview. The respondents were the members of the managerial system of the company.  They were from both the higher and the lower managerial levels. The majority were from lower levels as they could provide more valid information and seemed to be guanine in their replies.  The anonymity of the respondents was protected by not identifying them. All the aspects of the study were examined (Loosemore, 2003).

Results and deductions

The research confirms that (through the use of both research and practical evidence ) for sure, in all the organizations and firms, Strategic Human Resource Management (SHRM) is central to organizations’ strategic management process as SHRM deals with people rather than profit.’ SHRM can be taken as the engine of a company (Cieri, 2007)).

Diversification and expansion of the company requires improvement and adoption of certain HR strategies. The leadership should be developed so that it can operate in better atmosphere. The leadership team should be changed. The composition of the leaders requires increment of their level of leadership competencies in order contain advanced transformational style. This is as per the condition that was realized that, leaders are chosen from among the employees. Loas once said that to lead, one separates. The leaders of the company once selected get it difficult to separate from the other members whom they were working with. All the leaders, especially the top, should be fresh members in the company. Leaders with low leadership capabilities should be given training and adjustments according to the requirements of the company (Cheri, 2008)).

According to the research it is quite evident .............