Managing Two Fits of Strategic Human Resource Management by Baird and Meshaulam - Article Example

MANAGING TWO FITS OF STRATEGIC HUMAN RESOURCE MANAGEMENT Summary The dependence on human resource in work places has continuously been on the rise in the wake of technological, social and economic changes. The fulfillment of the objectives of various businesses is based on the development and implementation of the human resource strategies that focus on their organizational needs. According to Davis, competitive advantage and product life cycle can be used to explain the management of human resources from a strategic perspective. Walker offered frameworks aimed at integrating human resources into strategic planning. There is no model that has been developed so far that is able to provide explanation on how human resource management practices can be managed so as to meet the needs of the businesses both presently and the future. Miles and Cameron came up with two strategic fits that need to be managed so as to ensure proper human resource operations. This includes external fit in which the unit’s structures and the management practices must fit the development stages of the organization and the internal fit in which the unit’s structures and systems are in a position to support and implement each other. Under external fit, an organization need to change as it grows and enlarges over time so as not to be left out on some key issues relating to human resource. Proper understanding need to be developed on the changes experienced by organizations so as to understand the changes needed in the human resources management. Four models have been developed in order to explain the growth and development of organizations. Such include evolutionary models, life cycle and hierarchical models, stage models and metamorphosis models. The models are very useful in the understanding of how changes need to take place in the organizations and the roles of human resources in relation to their response to such cases. The effectiveness of human resource management is based on how it fits in the various stages of development of organizations. The human resource management practices must be in line with the changing needs and demands of various organizations. The practices must be consistent with growth and development models so as to ensure smooth transition within the organizations. The five stages of human resource management include initiation, functional growth, controlled growth, functional integration and strategic integration. Main purpose of the article The article seek to explain some of the models that can be used to describe role of human resource management in organizations as well as the impact on human resource management on the growth of organizations. Internal fit and external fit have been identified in the article as key areas of focus for strategic human resource management within organizations. The author outlines the purpose of the article as one offering a broad explanation on the changing trends in human resource management in organizations over time. The article is aimed at enlightening human resource personnel on how they need to manage their employees so as to minimize cases of high employee turnover, dissatisfaction experienced by employees and adopting to the organizational cultures that differs from one organization to another. Key questions The author raises a number of questions that are aimed at helping the readers develop a proper understanding of the article. The questions are geared towards addressing the role of human resource management in organizations, the various models that can be applied in human resource management and how human resource management can respond to the specific needs of organizations. Questions regarding the necessary training needed by human resource personnel and how human resources need to be managed. It further focuses on where human resource managers need to begin in their approach towards integrating proper management techniques as well as ho functions in human resource management can be organized. Important information The article outlines a number of important information regarding human resource management practices in organizations. The most important information is based on the proposal to have both internal and external fits developed in human resource management practices. Both practices need to be clearly understood as outlined in the article so that human resource managers can acquire the necessary skills and techniques needed to manage their organizations. Internal fit is based on six strategic components of human resource management which include the management awareness that defines the administrative needs of the organization and their trend towards full integration into the human resource management decision making processes. The second strategic component is on the management of the function which includes the structure of the human resource functions, allocations, planning and control of the available resources of the organization. Portfolio program is another strategic management consideration that ranges from the simple techniques involved in the administration of salaries recordkeeping initiatives to the most complex and sophisticated compensation initiatives and long-term planning activities. The article lays emphasis on personnel skills that need to be appropriate for every department within the organization. Basic skills are needed in every duty within the organization before the employees are trained specifically on the inner details of their roles within the organization. Awareness of the environment in which an organization belongs is key towards proper application of human resource programs. The management must remain sensitive and flexible to their internal and external environment so as to adjust to changes that may arise and the opportunities that they represent. Information technology is an aspect of every organization hence they need to move from manual practices of record keeping to the advanced practices involved in modern technological applications. Key concepts The author has applied the use of a well-researched data information to explain the relationship that exist between the internal and external fits in human resource management. Table one offers a summary of stage models and the list of the researchers who devoted their time and resources to develop an understanding of these stages. The human resource matrix outlined in table two provides a means by which organizations can integrate the two fits so as to come up with proper management strategies. According to Woodward, the success of organization is based on how various players such as structure, technology and human resources are set ti fit and support one another. People, structures and technology need to be integrated together so as to achieve the desired results. A clear balance need to exist between differentiation and internal components of the organization. The performance of the organization is enhanced by the fit that exist among structures, people, task and administrative processes. Main assumptions The author outlines a number of assumptions that must be taken into considering when reading the article. The four types of models under external fit must be developed upon each other so as to achieve the desirable result. The human resource programs cannot work in isolation but must be integrated with other functions such as operations, marketing and accounting. In the research, certain factors were kept constant such as the growing diversity of employees, increased complexity in communication within the organizations and employee turnover rate. The article further based on the assumption that organizations have the resources needed to apply each step and does not have to depend on the level of competition to which the company is engaged in. the market structure of the organization is not put into consideration when carrying out the human resource management practices. Implications The article has offered a very interesting and applicable approach towards the management of human resource that organizations need to apply. Organizations will only benefit from this approach if they are able to change as well as develop in a predictable sequence as they respond to the various pressures and opportunities facing them. They need to adopt to the changes in the stages as each of them shows a different degree of orientation to human resource management. Each of the stages need to be built upon the previous stage as well as fitting human resource management to the various needs of the organizations. Failure to do these things will not lead to desirable results in the organizations. The effectiveness of the outlined practices involving human resource management is based on its fit with the stages of development of the organization. The line of reasoning of the author which is on the step by step implementation of the stages must be taken seriously as failure to that may lead inefficiency in human resource management practices. Conclusion There is need for the assessing of the needs, limitations and the opportunities that are available for organizations by the human resource professionals. They are expected to develop an understanding of the internal cultures and environmental conditions of their organizations so as to develop programs and initiatives that are meant to meet the needs of their organizations. Five forms of skills are needed by human resource professionals who adopts strategic orientations. These skills include information management skills, planning skills, management skills, integration skills and change management skills. Priorities need to be assigned properly on the investment of resources by the human resource managers who are in the dilemma of whether to invest in information technology or the addition of new appraisal system. The building block concept can assist managers solving this dilemma so that their organizations can function properly. The building blocks concept advocates for the building of human resource concepts in sequence throughout the stages. Organizations need to focus on building the basic programs and initiatives before engaging in other higher level systems and procedures. Reference Baird, L., & Meshaulam, I. (1988). Managing two fits of strategic human resource management. Human Resources Institute. Read More