Strategic Human Resources Management

Strategic Human Resources Management

The need for better organizational performance has made discrete management units to consider other approaches to management of human resources. The traditional approaches have been considered not consistent with the desired organizational output hence the departure to other approaches. Strategic human resources management is essentially one of approaches that have been used in response to the changing organizational culture and outcome. This approach will form the interest of this paper. The paper will discuss what strategic human resources management entails and show how it links with people with the strategic needs of business.

Strategic human resources management encompasses an approach to the management of human resources. Specifically, it provides a strategic framework that is designed to anchor the long-term goals of a business as well as performance through responding to the needs of the employees (Armstrong, 2006). This approach is essentially interested with longer-term matters affecting business. It focuses on the issues at the macro level in relation to the structure, values, culture, quality and harmonizing business or organizational resources for future needs (Huselid, Jackson & Schuler, 1997). In the context of human resource, this approach denotes the pattern of planned deployment and practices that are compatible with the desired organizational goals. All activities that affect the behavior of individuals as they formulate and implement strategic needs of business are addressed in strategic human resources management.

The approach emerged in the 1990s and was a response to the need of having a robust organizational culture and composition that addresses the needs of the people and supports the existing structures for maximum organization output. Strategic human resources management is designed to enable businesses or companies to best meet their needs of their human resource- the employees (Huselid, Jackson & Schuler, 1997). This endeavor to meet the needs of the employees should however, be compatible with organizational goals. This is because addressing the needs of the employees does not offer guarantee that the organizational goals will be met until the needs and goals are harmonized. It is conceivable that meeting the needs of employees may work against the organizational goals.

Since the strategic human resources management deals aspects of business that affect employees, it must structure and implement the employee issues in such a way that the organizational goals are promoted and ultimately mate. Thus, matters such as hiring and firing, payments, training and administration should be juxtaposed in a way that addresses not only the organizational goals but also values. Being a proactive management of people, strategic human resources management can thus be conceptualized as an approach of planned framework for increasing organizational performance.

There is an intricate relationship between strategic human resources management and people with the strategic needs of the business.  This is because strategic human resources management as an approach to human resource management can be used a tool to project and shape the future of business in a number of ways. People with strategic needs of business find this tool useful for considering and balancing the needs of employees and what the business can provide on reasonable basis (Armstrong, 2006). It is through strategic human resources management that persons with organizational strategic needs can provide work incentives for employees. Work incentives in an organization provide the necessary motivation for employees, thereby increasing work output and the entire organizational performance. The long-term organizational goals are met through cultivating a culture of elevating the organization in terms of its success, which is essentially clichéd through motivational schemes and work incentives. Strategic human resources management in this line of thought can for example involve promotion of employees to provide space for other who are growing professionally and injecting “new and adaptive blood” in terms of employees in the organization.

Strategic human resources management enables strategic human resource managers to cultivate a work environment that is conducive for higher performance (Truss, Mankin & Kelliher, 2012). For example, through the above mentioned motivational schemes such persons with organizational strategic needs can create cool and favorable working atmosphere or environment that make employee work in a way that meet the organizational goals. In the strategic human resources management plan, the employees’ needs are addressed. This means that persons with strategic needs for the business can contextually and subjectively understand when employees work best and under what circumstances. This way such people with strategic needs can make best decisions regarding placement and replacement for maximum organization performance.

Further, strategic human resources management requires that human resource managers and other stakeholders think ahead and plan for how organizational needs are met through meeting the needs of employees. Thinking ahead implies that such persons can plan for and cope with emerging issues regarding human resource. Such issues would include hiring procedures and standards as well as safety procedure information. Businesses can be affected by various emerging and unprecedented issues regarding the conventions of human resource. However, with strategic human resources management persons with strategic needs for business can plan for future needs and outcomes and handle uncertainties and changes in the human resource (Armstrong, 2006). Thus, strategic human resources management is both an approach and tool for HR managers to best understand the needs of employees and use this understanding to manage the people for meeting the desired organizational goals.


Armstrong, M. (2006). Strategic Human Resource Management: A Guide to Action. Philadelphia; Kogan Page.

Huselid, M.,  Jackson, S. & Schuler, R. (1997). Technical and Strategic Human Resource Management Effectiveness as Determinants of Performance. Academy of Management Journal, 40(1): 171-188.

Truss, C., Mankin, D., & Kelliher, C. (2012). Strategic human resource management. Oxford [etc.: Oxford University Press.

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