“STRATEGIC HUMAN RESOURCE MANAGEMENT & ITS IMPACT ON ORGANIZATIONAL EFFECTIVENESS”

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.