OCTORAL PROPOSAL Methodological Analysis of Human Resources Strategy and its


Methodological Analysis of Human Resources Strategy and its
Effect on Change process

The state of consistency between the organizationas HR strategy on one hand, and the state of the desired change through managing employees on the other hand, affect its performance toward achieve its objectives. As the experience and efficient skills in the organization be able to understand the requirements of the HRas strategy in a way which lead to the process of change, and thus achieve the objectives. This is what the strategies concepts are confirmed. The Human Resources Strategy can be regarded as a general approach to the strategic management of human resources in accordance with the intentions of the organization on the future direction it wants to take. It is concerned with longer-term people issues and macro-concerns about change, structure, quality, culture, values, commitment and matching resources to future need. It has been defined as: All those activities affecting the behavior of individuals in their efforts to formulate and implement the strategic needs of business towards change. The pattern of planned human resource deployments and activities intended to enable the forms to achieve its goals. Strategic HRM can encompass a number of HR strategies. There may be strategies to deliver fair and equitable reward, to improve performance or to streamline structure. However, in themselves these strategies are not strategic HRM. Strategic HRM is the overall framework which determines the shape and delivery of the individual strategies.
Boxall and Purcell4 argue that strategic HRM is concerned with explaining how HRM influences organizational performance. They also point out that strategy is not the same as strategic plans. Strategic planning is the formal process that takes place, usually in larger organizations, defining how things will be done. However strategy exists in all organizations even though it may not be written down and articulated. It defines the organizations behavior and how it tries to cope with its environment.
Strategic HRM is based on HRM principles incorporating the concept of strategy. So if HRM is a coherent approach to the management of people, strategic HRM now implies that that is done on a planned way that integrates organizational goals with policies and action sequences
So a good HR strategy, one which is likely to succeed, is informed by people factors. One of the driving factors behind the evaluation and reporting of human capital data is the need for better information to feed into the business strategy formulation process toward the vital change and better future in achieving the objectives.
In the majority of organizations people are now the biggest asset. The knowledge, skills and abilities have to be deployed and used to the maximum effect if the organization is to create value and make changes. The intangible value of an organization which lies in the people it employs is gaining recognition by accountants and investors, and it is generally now accepted that this has implications for long term sustained performance.
It is therefore too simplistic to say that strategic human resource management stems from the business strategy. The two must be mutually informative. The way in which people are managed, motivated and deployed, and the availability of skills and knowledge will all shape the business strategy in general and the targeted change in particular. It is now more common to find business strategies which are inextricably linked with and incorporated into strategic HRM, defining the management of all resources within the organization.
Individual HR strategies may then be shaped by the business strategy. So if the business strategy is about improving customer service by creating change this may be translated into training plans or performance improvement plans.