Strategic Human Resource Management

1IntroductionStrategichumanresourcemanagementisaseriesofplannedandthestrategicsignificancethehumanresourcesarrangementandmanagementbehavior.(Wright&Mcmanhan,1992)Thisreportinvolvesfourmainaspects:first,explainingtheresourcebaseviewmodelofstrategichumanresourcemanagementandanalyzingitsusefulness;second,explaintheactivitiesinvolvedinHRplanning;third,assessingthepracticesavailabletoUKemployerstoimproveemployeeengagement;forth,evaluatingthepracticesofemployeeinvolvementandparticipationthatUKemployershaveadopted.StrategichumanresourcemanagementmodelThreetheoreticalmodelstostrategichumanresourcemanagementareincluded.First,‘bestpractice’modelindicatesthatmanagehumanresourcestoimprovebusinessperformanceandalignemploymentpoliciesandbusinessstrategypracticetoachievecompany’sgoals.Second,‘fitorcontingency’modeldefinesthatdifferentbusinessstrategiesneeddifferentHRstrategies.Third,2‘resourcebaseview’statesthatsubstantialcompetitiveabilitycanbetoachievegoalsbyusingcoreresourceandcompetenceoffirm.Thefollowingwillfocuson‘resourcebaseview’model.Theresourcebaseview(RBV)indicatesthatthecoreresourceandcompetenceofthefirmcanhavesubstantialcompetitiveabilityandenduringadvantagestosucceedinthemarket(Hamel&Prahalad,1994).Iftheorganizationhasavaluable,inimitable,non-substitutableandrarityresourcesandcompetences,theorganizationwillbeabletobuildthecorecompetitivenesstoachieveoptimaloperationalperformance,andgainapersistentcompetitiveadvantage（Torrington,Hall,Taylor&Atkinson,2008）.Actually,theenterpriseiscollectionofvariousresources.Duetoavarietyofreasons,theenterprisehasthesameheterogeneityresourcesthatdeterminethedifferencesinthecompetitivenessofenterprises.RBVcanmakefirmsdifferentfromoneanotherandinturnallowafirmtodeliverproductsandservicesinthemarket(Hamel&Prahalad,1994).Ontheotherhand,thedevelopmentofhumancapitalcanpromotesustainedcompetitiveadvantage(Hamel&Prahalad,1994).Humanresourcecanprovidecompetitiveadvantageforthebusiness,aslongastheyareuniqueandcompetingorganizationcannotcopyorsubstituteforthem.3Knowledgeresourcesbecomethemainsourceofcompetitiveadvantage(Barney.1991).Itenablesenterprisestobeabletolearnfasterthanyourcompetitorsanddevelopmentcapacity.Developmentofknowledgemakesothercompaniesisdifficulttoimitateresources.Grant(1996)pointedoutthatknowledgeistheenterprisehasthemostcriticalcompetitiveasset.Inthisview,thebusinessorganizationandthemarketadvantageisitsabilitytohavemoretocreateandmaintainknowledge.Leonard-Barton,(1992a),theenterprise'sknowledgeresourcesarehumancapital,organizationalcapitalandphysicalcapitalareinterdependentwhipinteractionsystem,whichistheabilitytogeneraterainstaffskills,managementsystemsandmanagementprocessesofknowledge-based,complexlinkagesoforganizationalvaluesandnormsaswellasphysicalcapitalandmaterialsystems.Majorroleinstrategichumanresourcemanagementenoughtoenhancetheenterprises,includinghumancapital,intellectualcapital,intellectualcapitalaccumulationandtheformationofabasictaskisthestrategichumanresourcesmanagement,integrationandreconstructionofenterprisesintellectualcapitaland,ultimately,enterprisesasustainablecompetitiveadvantage.4AmitandSchoe-maker(1993),theorganizationalcapacityoforganizationstoconfiguretheirresourcesskills,tocombineresourcesthroughorganizationalprocedures,whichthesecapabilitiesarethebackboneofinformationandformationoftheinvisiblecomplexinteraction,inordertoachievetheorganizationisexpectedtogoals.Theabilitytoparticipateintheorganizationprocessistheprocesswiththeemployeesjoiningandleavingconstantlysustained,andultimatelytheenterpriseacompetitiveadvantage(Barney,2001).Infact,theabilityofenterprisesandconstitutetheabilityofemployees'skillsareinseparable,wemustdeterminethepersonnelinvolvedintheprocessofthisorganization,inordertogainadeepercomprehensionoftheseofficersmusthavetheappropriateindividualsandgroupsskills,andtheir(individualandgroups)behaviormustbeconducivetotheimplementationofthisprocess.Dynamicabilitytoproducenotonlyrequirescompaniestohaveastrongresourcebase,andrequirescompaniestobeabletoconfiguretheexistingresources,tocreatenewresourcesandnewknowledge.Thefundamentalroleofhumanresourcemanagementsystemisthehumanresourcesandknowledgeresourcesembeddedinoneoftheconfiguration,thissenseandhumanresourcesmanagementsystemfullyreflectstheabilityoftheenterpriseorganization.5Theresource-basedtheorythatthecombinationsofeachorganizationareuniqueresourcesandcapabilities,combinedwiththebodyhasbecomeabusinesscompetitivestrategyisbasedon.Themaincontentofthecorporatestrategicmanagementishowtomaximizethenurtureanddevelopauniquebusinessstrategyresourcesanduniqueabilitytooptimizetheconfigurationofthisstrategicresource,namely,corecompetencies(Barney,2001).Theformationofcorecompetenceaccumulationstrategyrequirescompaniestocontinuetodevelopavarietyofresourcesrequired,enterprisesneedtoconstantlylearningbeyondandinnovation,HumanResourceManagementSystemplaysaveryimportantrole.HumanresourceplanningAccordingtoitsinternalandexternalchangesintheenvironment,Enterprisespredictthefuturedevelopmentofhu