What is Strategic Human Resource Management?

Today's human resources and management circles are widely talked about Strategic Human Resource Management and many expensive books that can be seen on the shelves of the bookshops. But what exactly is Strategic Human Resource Development (SHRM), what are its key issues and how does it differ from traditional human resource management?

SHRM or Strategic Human Resource Management is a human resources management branch or HRM. There is a fairly new field, which has emerged from parental human resource management. Much of the early or so-called traditional HRM literature dealt with the concept of surface policy, rather as purely operational, the results delivered through the organization. There was a kind of unseen division in the territory between people-centered value of HR and more difficult business values ​​where corporate methods really belonged. HR experts made uncomfortable in the war closet like an atmosphere where business plans were formulated.

Definition of SHRM

Strategic human resource management can be defined as human resource management with strategic goals and goals in order to improve business performance and develop organization that promotes innovation, flexibility and competitive advantage. In an organization, SHRM means adopting and integrating HR roles as a strategic partner in formulating and implementing the company's programs with HR activities such as recruitment, selection, training and rewarding staff.

How the SHRM is Different from HRM

Over the past two decades, HR has been a feature like an island without a softer center that was far from being hard at home company. In order to justify its own existence, HR activities needed to be closer to the policy and day of operation of the company. Many writers in the late 1990s began to finish a strategic approach to people's management than the usual practice of traditional management of people or business relations. Human resource management policies aim at working on human resource programs with long-term goals. Instead of focusing on internal human resources, the focus is placed on addressing and solving problems that affect people's management plans in the long run and often globally. Therefore, the main objective of human resource policy is to increase employee productivity by focusing on the barriers of non-human resources. The main human resource management policies are defining key HR areas where long-term strategies can be implemented to improve overall employee and productivity impact. Communication between employees and management of the company is important because, without cooperation, cooperation can not be achieved.

Key Features of Strategic Human Resource Management

Key Features of the SHRM are

  • There is a clear relationship between HR policy and practice and general planning objectives and organizational environment
  • There is some planning plan that links unique HR talks so that they are reciprocal.
  • Much of Human Resources Managing Assignment is broken down into line

Human Resource Management Policy

] Human Resources Experts are increasingly faced with employee involvement, human resource flow, performance management, payroll and high commitment to globalization. Older solutions and recipes that work in a local context do not work in an international context. Intercultural issues play a key role here. These are some key issues that HR professionals and managers in SHRM are dealing with in the first decade of the 21st century:

  • Internationalization of Market Adjustment.
  • Increased competition, which can not be local or even a citizen with a free market ideology
  • Rapid technical change.
  • New ideas for line and general management.
  • Constant change in ownership and consequences of corporate development.
  • Transcultural Issues
  • The Gravity Changes from "Developing" Developing Countries

SHRM also reflects some of the key modern challenges facing human resource management : Alignment HR with core activities, demographic trends in the labor market and the labor market, integrates soft skills in HRD and finally knowledge management.


  1. Armstrong, M (ed. 192a) Human Resources Management: Overall Approach in Business. London: Kogan Page
  2. Beer, M and Spector, B (eds) (1985) Human Resources Management. New York: Free Press
  3. Boxall, P 1992) & # 39; Strategic Human Resource Management: The Beginning of New Academic Sophistication ? Human Resource Management Journal, Vol.2 No.3 Spring.
  4. Fombrun, CJ, Tichy, N, M and Devanna, MA (1984) Strategy IC Human Resource Management. New York: Wiley
  5. Mintzberg, H, Quinn, JB, Ghoshal, S (198) The Steering, Prentice Hall.
  6. Truss, C and Gratton, L (1994) & # 39; Strategic Human Resource Management: Ideology International Journal of Human Resource Management, Vol.5 No.3


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