The Future Of Strategic Hr Issue 2: Future Hrm Roles And Practices Assignment Sample

1. Introduction - The Future Of Strategic Hr Issue 2: Future Hrm Roles And Practices

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“Strategic human resource management” is the most important component of a business organization as it maintains all the responsibilities of employee engagement as well as efficient development of them. The principal aim of this study is to discuss the roles and responsibilities of the HRM along with the challenges or opportunities. The impact of the challenges, as well as opportunities of the HRM practices, have been of an organization is mentioned here. Recommendations for the improvement of the roles along with the responsibilities of HRM have been mentioned in this study.

2. Roles and practices of future HRM

2.1. Strategic HR programs

The strategic programmes of the HRM within an organization are very effective to provide a strong and useful framework in terms of linking the management of people as well as improvement of organizational practices. The strategic programmes of HRM mainly deal with the long-term goals of the organization along with effective outcomes (Przytu?a, Strzelec & Krysi?ska-Ko?cia?ska, 2020). The programmes mainly emphasize the resourcing of organizational issues in long-term practices to achieve the business goal of an organization.

It is also responsible for evolving the work process within the workplace. The strategic programs of HRM mainly depend on some components like philosophy, policy, programme, processes as well as practices. Several strategies are applied in the development of HRM practices in an organization like the “Bargain Laborer strategy” which mainly focuses on the cost-leadership practices of external labour (Al Doghan, Bhatti & Juhari, 2019). Another effective strategy applied by the HRM is the “Loyal Soldier Strategy”. This strategy emphasizes the cost-leadership practices of internal labour.

2.2. Predicated on continual change in societal and organizational perspectives

HRM of an organization is effective to predict continuous changes or transformation in terms of societal as well as organizational perspectives. In future, HRM can mainly focus on the guidance of the organization’s rules and regulations. The legal restrictions can also be maintained by the HRM practices that are imposed by regional society (Przytu?a, Strzelec & Krysi?ska-Ko?cia?ska, 2020). The principal focus of the organization can be the maintenance of healthy relationships between the management and unions of the organization.

The HRM can be responsible for ensuring the legal, ethical as well as social-environmental issues within the workplace that are suitable for dealing with. The HRM of an organization deals with some social factors like performing business activities with worker unions, maintaining a fair workplace culture without discrimination among minorities, people belonging to lower social status as well as social mobility (Cooke, Dickmann & Parry, 2020). For example, in the current situation, Unilever, the leading business organization all over the world follow the efficiency of developmental practices through staffing their employees, developing the efficiency of staff as well as developing performance management (unilever, 2022). The uniform and living status cannot create any discrimination among the employees.

2.3. Productivity increment

The business productivity of the organisation is mostly dependent on HRM practices as it focuses on the efficiency improvement of the employees as well as the organisation. The most important responsibility of HRM practices is to arrange training programmes for the development of the efficiency of the employees and to make them aware of different innovative technologies that are going to implement into the business process (Ren & Jackson, 2020). The improvement of business productivity mostly relies on effective collaboration among employees.

Communication between the employees and the management can enhance business productivity. Transparency within the workplace has a great impact on the productivity of the business organization and HRM is responsible for the improvement of organizational transparency (Marescaux, De Winne & Forrier, 2019). The improvement of the employee’s efficiency is mainly dependent on the organizational behaviour as well as culture and it is fully responsible for HRM. HRM are responsible to make aware of the employees' organizational goal and implementing strategies or policies.

Challenges of SHRM and its impact

3.1. Engage big data more closely and HRM systems digitisation

Engagement of big data in the business process is very important for the growth of the business as well as for improving the organisation's productivity. Management of big data in an organisation is very challenging for HRM practices because it requires great skill of technical knowledge and different advanced tools are required. Big data in the HRM practices guide to improve the brand awareness of the organization and improve the engagement of customers and employee engagement. The HR of an organisation faces several challenges as they have some lack of knowledge in professional skills and to overcome this problem the HR can implement several big data tools for the improvement of basic knowledge.

Lack of appropriate knowledge in the management of massive data is another challenge of HR of a business organization. It is seen that insufficient understanding in terms of storage, and processing as well as having great knowledge of sources is very important for managing employees, customers as well as other stakeholders of the organization (Al-Hajri, 2020) . In order to overcome this challenge, several training programs should be arranged for increasing the knowledge of managing big data.

3.2. Improve the employee's functions

Improvement of the functions of all employees is the principal task of HR and they are fully responsible for the engagement as well as the development of employees. The function of employees within the workplace is to provide the best performances that lead the organization to success. In the context to improve the functions of employees, HR faces several challenging situations like setting up and making aware organization's goals to them (Dundon & Rafferty, 2018). Apart from that focusing on strategizing planning is another challenge of HRM and solving that appropriate employee evaluation and providing feedback regularly.

3.3. Displacement of traditional HR roles

Traditional roles of HRM within an organisation are changed severally and different advances in technology have been implemented into the HRM practices. Issues related to data growth are another challenging factor in terms of managing the big data of an organisation. In the current situation, digitization is one of the most important aspects and that is why data growth is quite natural. Another displacement is seen in the roles of HRM in the training programmes agreement because most of the training focuses on technical awareness among the employees (Taamneh, Alsaad & Elrehail, 2018). Changes are seen in the leadership and management practices of HR that can be very effective for organisational growth.

4. Opportunities of SHRM and its consequences

4.1 Development of a proactive approach

There are several opportunities for HRM practices in the development of the organization's efficiency as well as business productivity. The HRM practices of an organisation guide to improving the sustainability of the organization in the competitive business market. Apart from that, in terms of the development of proactive business approaches is the most important responsibility of the HRM of the organisation. The proactive approach guides the HRM to take the necessary actions for making out the working system before failing (Marescaux, De Winne & Forrier, 2019). Another important role of HRM is to identify the actual process of how the existing practices can fail in the near future. The measurement of efficiency and production development is another responsibility of the HRM of an organization.

4.2 Improve the broader responsibilities of HR

HR of an organisation is fully responsible to improve the organizational practices through arranging training programmes. In the current situation, Tesco, the renowned retail business organization in the global business market follows a compensation management process in terms of their HRM practices and they encourage the effective involvement of the organizational performances such as decision-making (tesco, 2022). As per the point of view of Ererdi et al. (2022), in near future, the HR manager of the organization can maintain talent management and compensation as well as compliance with the organization’s staff.

4.3 Proactive in nature

The proactivity of nature is another significant component of HRM practices that can be helpful enough to become a successful business organization and improve sustainability. Another important proactivity of HRM can be seen in the process of training and development of the employees to make them effective in achieving the organizational goal.

AHRI Model is one the most important strategy that has been very effective for the HRM practices. This model provides an excellent graphic representation of the HR as per their multiple functions.

Conclusions

Taking into consideration the above study it can be concluded that SHRM is one of the most significant factors of an organisation for its business development as well as leads the organisation to success. In this study, several aspects of HRM practices have been discussed like their roles and responsibilities along with their challenges or opportunities. The consequences of the challenges or opportunities of the HRM practices on the organisation have been briefly discussed. The organizational culture, behaviour, and values are mostly dependent on HRM practices.

Recommendations

The HRM department of the organization can be more collaborative with the other organization's practices. According to the point of view of Yang et al. (2021), it can implement several advanced technologies and updated tools in the maintenance of many performances. This technological implementation within the business process can have a positive influence the business productivity as well as organisational efficiency development.

References

Journals

• Al Doghan, M. A., Bhatti, M. A., & Juhari, A. S. (2019). Do psychological diversity climate, HRM practices, and personality traits (big five) influence multicultural workforce job satisfaction and performance? The current scenario, literature gap, and future research directions. Sage Open, 9(2), 2158244019851578. Retrieved from: https://journals.sagepub.com/doi/pdf/10.1177/2158244019851578
• Al-Hajri, S. A. (2020). Employee Retention in light of Green HRM practices through the Intervening role of Work Engagement. Annals of Contemporary Developments in Management & HR (ACDMHR), 2(4), 10-19. Retrieved from: http://acdmhr.theiaer.org/archive/v2/v2n4/p2.pdf
• Cooke, F. L., Dickmann, M., & Parry, E. (2020). IJHRM after 30 years: taking stock in times of COVID-19 and looking towards the future of HR research. The International Journal of Human Resource Management, 32(1), 1-23. Retrieved from: https://www.tandfonline.com/doi/pdf/10.1080/09585192.2020.1833070
• Dundon, T., & Rafferty, A. (2018). The (potential) demise of HRM?. Human Resource Management Journal, 28(3), 377-391. Retrieved from: https://ulir.ul.ie/bitstream/handle/10344/8308/Dundon_2018_Potential.pdf?sequence=4
• Ererdi, C., Nurgabdeshov, A., Kozhakhmet, S., Rofcanin, Y., & Demirbag, M. (2022). International HRM in the context of uncertainty and crisis: A systematic review of literature (2000–2018). The International Journal of Human Resource Management, 33(12), 2503-2540. Retrieved from: https://www.researchgate.net/profile/Assylbek-Nurgabdeshov/publication/348823502_International_HRM_in_the_context_of_uncertainty_and_crisis_a_systematic_review_of_literature_2000-2018/links/605363dc458515e834558289/International-HRM-in-the-context-of-uncertainty-and-crisis-a-system2atic-review-of-literature-2000-2018.pdf
• Marescaux, E., De Winne, S., & Forrier, A. (2019). Developmental HRM, employee well?being and performance: The moderating role of developing leadership. European Management Review, 16(2), 317-331. Retrieved from: https://lirias.kuleuven.be/retrieve/527106
• Przytu?a, S., Strzelec, G., & Krysi?ska-Ko?cia?ska, K. (2020). Re-vision of future trends in human resource management (HRM) after COVID-19. Journal of Intercultural Management, 12(4). Retrieved from: https://wir.ue.wroc.pl/docstore/download/UEWRf9b0e5aededc4c6582927908000f2092/Przytula_Strzelec_Krysinska-Koscianska_Re-vision_Of_Future_Trends.pdf
• Ren, S., & Jackson, S. E. (2020). HRM institutional entrepreneurship for sustainable business organizations. Human Resource Management Review, 30(3), 100691. Retrieved from: https://www.researchgate.net/profile/Susan-Jackson-5/publication/334207286_HRM_institutional_entrepreneurship_for_sustainable_business_organizations/links/5d1d086092851cf44062ec54/HRM-institutional-entrepreneurship-for-sustainable-business-organizations.pdf
• Taamneh, A., Alsaad, A. K., & Elrehail, H. (2018). HRM practices and the multifaceted nature of organization performance: The mediation effect of organizational citizenship behavior. EuroMed Journal of Business. Retrieved from: https://www.researchgate.net/profile/Abdallah-Alsaad-2/publication/326919691_HRM_practices_and_the_multifaceted_nature_of_organization_performance_The_mediation_effect_of_organizational_citizenship_behavior/links/610e5ed21e95fe241ab72ce2/HRM-practices-and-the-multifaceted-nature-of-organization-performance-The-mediation-effect-of-organizational-citizenship-behavior.pdf
• Yang, F., Huang, X., Tang, D., Yang, J., & Wu, L. (2021). How guanxi HRM practice relates to emotional exhaustion and job performance: the moderating role of individual pay for performance. The International Journal of Human Resource Management, 32(11), 2493-2518. Retrieved from: https://www.researchgate.net/profile/Fu-Yang-3/publication/332169213_How_guanxi_HRM_practice_relates_to_emotional_exhaustion_and_job_performance_the_moderating_role_of_individual_pay_for_performance/links/5e964a2c92851c2f52a2dbc7/How-guanxi-HRM-practice-relates-to-emotional-exhaustion-and-job-performance-the-moderating-role-of-individual-pay-for-performance.pdf

Websites

• unilever, (2022), About the company, Retrieved from: https://www.unilever.com/ [Retrieved on: 8th October, 2022]
• tesco, (2022), About the company, Retrieved from: https://www.tesco.com/ [Retrieved on: 8th October, 2022]