Abstract:
The relationship between HR and management is becoming more collaborative. HR
executives are beginning to earn a seat at the management table. HR departments are
becoming more consultative and involved in day-to-day line management activities.
Nevertheless, there is still a long way to go if HR is to become a strategic partner at
all levels. To do so, HR needs to build its own internal competencies to deal with
organizational issues, educate itself on organizational missions and find ways to offer
creative and innovative solutions to organization-wide issues.
Although many initiatives, such as downsizing, reorganizing, streamlining, and
delegating HR authorities, were meant to improve HR’s ability to focus on
organizational issues, they have not taken hold as quickly or thoroughly as hoped.
Therefore, HR is still doing most of the process work, and its ability to focus on
alignment has been limited. However, as HR’s role in organizational planning,
activities, and decision-making advances -- and it is advancing -- so too will the
alignment of human resources management with organization’s mission
accomplishment.
Strategic planning allows organizations to put down on paper where they are, where
they want to go, and how they plan to get there. But the best planning in the world
does nothing for an organization if it does not act on those plans. Strategic
implementation of human resources management means performing activities that
support organization mission accomplishment and measuring how well those
activities contribute to achieving organization strategic goals. This study ends up on
some points to ponder about an emerging implementation tool for SHRM named as
High Performance Work System. This tool focuses on the Behavioural aspects of
SHRM and proposes a people-focused implementation strategy.
