C/HR/188. The role of Human Resource Management within the corporate strategy process and the links between organisational and human resources strategies

"It is being recognised post-2000 that people within an organisation are a critically important resource. The experience, knowledge and skills of employees can enable organisations to succeed and to meet their objectives. It is therefore vital that the planning and management of the human resource within an organisation is directly linked to the overall strategy of the business". The paper discusses this statement by analysing the role of Human Resource Management within the corporate strategy process and by considering links between organisational and human resources strategies. In so doing, it further evaluates strategies designed for particular HRM. The changes in the modern work environment that has led to organisations introducing HRM as a discipline, this is to manage employees and increase organisational effectiveness. In the 1980's HR management expanded and broadened, the focus turned towards the strategic and the business issues. Strategic human resource management is a complex development. It is defined as the relationships of the human resource, with aspects of business planning and strategy. This strategy runs along side the organisational strategy to place the human resource where it is needed. Several organisations have moved to team working and the accompanying changes in job boundaries and responsibilities have been viewed as exerting a positive impact on levels of employee knowledge and skills, particularly where there is also increased training and regular job rotation. General theories of work design suggest that groups can humanise work with group tasks designed to create meaningful work. Team working is associated with higher job satisfaction according to job characteristics and participative management theories.