Integrated Strategic Human Resource Management Essay

Integrated Strategic Human Resource Management - Essay Example ment theories and the softer version of early HR theories revealed that both used the same terminology of integrating with organizational goal and vesting control in the line with the difference in emphasis. Personnel management’s emphasis was on non- managerial workforce whereas HRM theories emphasize the role of managers and the core of workforce. HRM views line managers as business managers maximizing organizational profits and not just people’s managers. HRM also emphasizes the role of senior managers in building and maintaining the organizational culture. The stakeholders identified by the model include are shareholders, management, employee groups, government, community and unions. Various situational factors include work force characteristics, business strategy and conditions, management philosophy, labor market, unions, task technology and laws and societal values. These two factors together determine the HRM policy choices for the organization. This HRM policy will determine the level of employee involvement, human resource flows, reward systems and work systems. The resultant HR outcome will be reflected in employee commitment and competence, congruence and overall HR cost effectiveness in the organization as well as individual and societal well being (Taylor et al. 2008). Some of the major advantages of this holistic model are (Armstrong, 2006) It identifies and incorporates a wide range of stakeholders and their interests in the model. It recognizes the explicit and implicit tradeoffs between interests of various stakeholders. It recognizes the importance and role of human capital in the form of employee influence as an influencing factor and hence questions the supervisory style of work organizations. It recognizes a broad range of contextual... The researcher of this essay aims at identifying how much this integration of human resource management is being successful by critically analyzing the three models namely Michigan, Harvard and Choice model. With growing pressure global competition along with the increasing number of educated employees who demanded more involvement in the organization, the need for the development of a human resource framework was felt. Scholars at Harvard business school responded by providing a broad casual mapping of the determinants and consequences of human resource management (HRM) policies. According to this model effective HRM revolves around the concept of balancing the interests of the various influence groups and the ever changing situational factors. This model is considered dynamic because the situational factors and influence groups keep on changing. Michigan Model catered the problem of humanistic approach, which the soft model of Harvard was accused of with a harder approach treating human resource in the same way as other resources of business. This model has quantitative approach that implies that human capital should be obtained as cheaply and simply as possible. Warwick model was developed by Warwick University. This model further propagated the transition of people management to human resource management with its emphasis on environmental factors and business strategy. In conclusion, the researcher states that these concepts of strategic HRM still needs further improvement.