Strategic Human Resource Management (SHRM) is the new face of the traditional Human Resource Management (HRM). If you are seeking a career in HRM, it presents you with numerous opportunities to explore people and their behavior.
The aim of this book is to help students realize the purpose of SHRM and its associated terms. It has been seen that more and more organizations today are focusing on the application of SHRM; thus, its study has become even more important in this context.
This book covers the following topics: definition of SHRM given by various scholars, the difference between traditional viewpoint and the modern outlook on HRM, cases and examples on SHRM, theoretical perspectives on SHRM, frequently asked questions regarding SHRM, discussion questions and further readings.
Strategic Human Resource Management (SHRM) is the new outlook adopted in the area of human resource management. Many have discredited the traditional viewpoint of human resource management, as it led to the whole function being looked upon as paper pushers . But, the new perspective looked at it as an integral part of the competitive success of the organization. This new approach to managing human resources has been developed due to a number of changes and rising uncertainty in the external as well as internal business environment. Today s competitive scenario has surmounted pressure on firms to retain, attract, and train human resources of the highest standards. This realization has given birth to the concept of strategic human resource management.
Many experts in the field of HR contribute to the contemporary definition of SHRM. As per James Walker, this new take on the traditional role of human resource management involves assisting managers to maximize the employee s contribution to attain a competitive edge (Walker, 1992). According to Ian Clark, this emerging concept is concerned with the promotion of efficiency and profitability (Clark 1993). Jon Delery and Harold Doty have called upon taking a universalistic approach to SHRM in which the managers should adopt a set of effective HR practices that can be applied universally (Delery & Doty, 1996). Jeffery Peffer in his book The Human Equation has suggested a set of HR practices that can be applied universally, irrespective of the organization s business environment.