Organizational concept behind the unstable climate of management has created a question mark in-front of organizational departments to act to the unstructured development plans. Every organization comprises of different departments who serves different work for the fulfilling the objective in a unidirectional manner. The scenario of revolution in the various fields of business has already taken the speed in the micro as well as the macro environment, which serves an indication towards the utilization of skills. The needs of organizations are generally fulfilled by the different departments created by the organization. The hierarchy of organization creates an arena infront of each one to stipulate themselves within that arena for their own flexibility. Organizational mission and vision shows the way to achieve the objective. The different application of each department differentiates their way of doing work. Some of the departments may work by acquiring inside information and some of the departments work from the outer sources of information. Organizational plan and the design to approach the job is important for every organizations to be in touch with their own ethics. For any organization the department which serves a lot is finance department, marketing department, human resource department, administrative department etc.
In this present organizational trend the strength and weaknesses of organization lies in between their organizational structure which comprises of human skills. The structure of organization creates a clear picture in front of other observers who like to understand that organization. The current competitive scenario has forced organizations to plan and design a high effective human resource model that can take the organization to great heights under the guidance of prospectus of organization. The success in long term may affect other organizations and the competitive age prepares the every segment of human resource more stable for an out put that can keep the pace of organization in a stable form. For every organization though it’s difficult to analyze the competitor’s strategy behind their manpower they can collect information regarding the competitors from various sources. The manpower requirement is a big deal for every organization and the planning phase to gain the desired manpower in the particular stipulated time.
Strategic human resource management entails with major issues that can be sighted in-front the organizational leaders for smooth flow of work. The activities of organization generally divided into three pats like strategic planning or long range plans, tactical planning or budgets tactical plans, operational or day to day plans. The top most level of organizations who assigns all those strategic planning tasks to other lower level of organization to come down to a common ground for proper planning and its implementation. Strategic human resource is a process of determining the need of organization for placing the organization in the safe side for meeting their goals and objectives. If we consider strategic planning it generally done by the top level of management personnel’s after analyzing the company past results. The strategic planning is not done within the less time frequency which creates a notion among others that the organization is weak on managing things. Generally the strategic management tales place with a time interval of three to five years gap. From the technical aspect it is clear that the leading countries of the world create new innovations to fetch the market strategy for their growth. The use of human resource becomes the primary concern now days to get the remarkable identity. Outsourcing the talents and getting the best of it has a challenge for every business organization.
SHRM or Strategic human resource management is a branch of Human resource management or HRM. HR Strategy, a new forthcoming management report is the definitive guide to transforming the strategic role of HR in organizations. Strategic human resource management is a fairly new field, which has emerged out of the parent discipline of human resource management. Much of the early HRM literature treats the notion of strategy superficially, rather as a purely operational matter the results of which cascade down throughout the organization. Strategic human resource management can be defined as the linking of human resources with strategic goals and objectives in order to improve business performance and develop organizational culture that foster innovation, flexibility and competitive advantage. In an organization SHRM means accepting and involving the HR function as a strategic partner in the formulation and implementation of the company’s strategies through HR activities such as recruiting, selecting, training and rewarding personnel.
Many writers in the late 1980’s, started clamoring for a more strategic approach to the management of people than what the standard practices of traditional management of people or industrial relations models followed. Strategic human resource management focus on human resource programmes with long-term objectives. Instead of focusing on internal human resource issues, the focus is on addressing and solving problems that effect people management programmes in the long run and often globally. Therefore the primary goal of strategic human resource management is to increase employee productivity by focusing on business obstacles that occur outside of human resources. The primary actions of a strategic human resource manager are to identify key HR areas where strategies can be implemented in the long run to improve the overall employee motivation and productivity.