Strategic Human Resource Management
Introduction
Within business corporations, the idea of SHRM applied in individuals are managed is the most crucial factor in the whole array of competitiveness. Many firms, both large and small, have built substantial businesses by translating the concept into frameworks, methodologies and prescriptions. Little thought was given to the recruitment of the right workforce (Kaufman, 2007). There is a little investment was made in the development of human resource, and the modes for industrial disciplines are in the demise (Leacock, 2008). The “hire and fire” is an additional conflict in industrial relations and gradually affecting the entire organization. The success to deliver compliance is impossible if the organization can’t handle this kind of dilemma.
Background of the Study
SHRM affect how organizations are changed, and how they perform. It also affects how employees are treated, affect security of employment and affect the nature of employment. The influence of SHRM reached even into the deepest ties of individuals relationships (Mattila, 2001). The SHRM’s theories and practices mediate the clashing concepts or idea in human resource. Although SHRM initiatives are frequently presented by the proponents as simply technical matters like the means of improving organizational performance and frequently owe the influence to other affinities.
In the company where I am currently working, I noticed that there is a problem that emerged among the workforce. The Company located in Vietnam and its nature is acting as a shipping representative for a shipping company (MSC Switzerland). But despite of good reputation of the company, there is a current problem among the HRM such as the high turnover rates or low level of motivation and employee loyalty. These problems are seen in my workplace and which affected the overall performance of the employees.
Research Objectives
In order to answer the problems recognized in the human resource management, there are four objectives that can be used as guidelines in answering these questions. First is to recognize the strategies that are adopted and used for human resource management. Second is to determine the appropriate approach that can answer the problems within the human resource. Third is to assess the effectiveness of the strategic human resource management through consulting the wide arrays of case studies that criticizes the SHRM. And fourth is to evaluate the changes which can direct the success of employees’ performance and job satisfaction.
Brief Literature Review
Strategic Human Resource Management (SHRM) is one of the most powerful and influential ideas to have emerged in the field of business and management for it promote a high performance workplaces and human capital management. SHRM deals with organizational performance and systems of practices (Slangen & Hennart, 2002). The role of SHRM transforms a firm’s employees from commodities that provide negligible competitive advantage and middling work performance to human assets and sustaining the heightened work motivation, expanded job opportunities, and unique skills, knowledge and abilities (Salaman, Storey, & Billsberry, 2005, Long, 2008). The promotion of the various values such as doing the duties and responsibilities, respect for the other people, and the performance with excellence are only few of the ethical application on SHRM (Linton and Rogers, 2006). The leadership styles affect the level of performance of each employee as well as the process of motivation (Srinivasan, 2004). A leader that valued his people is well loved by his employees and can gain the loyalty of his people much more on the style of an autocratic leader (Som, 2007).
Methodology
In the overview of the methodology provided in the study, the quantitative approach and the participants are the people who work within the shipping company in Vietnam. To gain the needed information, the study will use the improvised questionnaires through the closed-ended questions. Survey and interview will be provided to the participants who are chosen through the convenience sampling.
Significant Contribution
The significance of the study is provide a quality research regarding the strategic human resource management (SHRM). Since the modern organizations are emerging, it is only appropriate that certain changes and improvements are applied in the human resource management. In addition, the underpinning factors that motivate the study are the evolving problems in human resource such as workloads, low morale, and low employee loyalty that demonstrates the lack of attention and concern from the management. These problems are existing in both literature and real-life situations. Therefore, upon completing the paper, the study can create a significant contribution in both academic contexts and business. Furthermore, it is assumed that the completion of the study will also attract the other research prior to the result of the study and be open for other corrections or augmented research.
References:
Kaufman, B., 2007. Theorizing Human Resource Management and the Firm’s Demand for HRM Practices. [Online] Available at: http://aysps.gsu.edu/publications/2007/downloads/07-30%20Kaufman-ThorizingHumanResourceManagement.pdf [Accessed 30 November 2011].
Leacock, J., 2008. Management of Service Quality Workshop, Caribbean Tourism Organization [Online] Available at: http://www.onecaribbean.org/content/files/joanleacockmsq2008.pdf [Accessed 30 November 2011].
Linton, A., & Rogers, K., 2006. SHRM Foundation Ethics: The Fabric of Business Supplemental Materials [Online] Available at: http://www.shrm.org/about/foundation/news/Documents/Ethics_Discussion_Guide.pdf [Accessed 30 November 2011].
Long, J., et al., 2008. Applications of Grounded Theory in Human Resource Management. Proceedings of ASBBS, 15(1).
Mattila, A., 2001. The Impact of Relationship Type on Customer Loyalty in a Context of Service Failures, Journal of Service Research, 4(2).
Salaman, G., Storey, J., & Billsberry, J., 2005. Strategic Human Resource Management: Defining the Field. [Online] Available at: http://www.sagepub.com/upm-data/9919_040313Intro.pdf [Accessed 30 November 2011].
Slangen, A., & Hennart, J., 2002. Cultural Distance and Foreign Direct Investment: A Comprehensive Model Explaining the Impact of National Cultural Difference on entry Mode Choice and Subsidiary Performance [Online] Available at: http://www.aueb.gr/deos/EIBA2002.files/PAPERS/C203.pdf [Accessed 30 November 2011].
Som, A., 2007. What Drives Adoption of Innovative SHRM Practices in Indian Organization? The International Journal of Human Resource Management [Online] Available at: http://www.ashoksom.com/8-Adoption-Inovative-SHRMpractices.pdf [Accessed 30 November 2011].
Srinivasan, M., 2004. Perspective on Motivation [Online] Available at: http://nextfuture.sriaurobindosociety.org.in/feb04/nffeb04_motivation.htm [Accessed 30 November 2011].
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